Executive Teams in Research-Based Spin-Off Companies: An by Rigo Tietz PDF

Executive Teams in Research-Based Spin-Off Companies: An by Rigo Tietz PDF

By Rigo Tietz

​Research-based spin-off businesses are a unique subgroup of recent technology-based ventures and play an incredible position for innovation and fiscal improvement. govt groups of educational spin-offs face a number of demanding situations in build up sustainable and ecocnomic ventures, simply because they typically lack managerial and entrepreneurial talents. in line with a quantitative research of 193 German spin-offs RigoTietz examines the relationships among government workforce features, strategic determination making, and enterprise functionality. The examine contributes to the entrepreneurship and strategic administration literature and has useful implications for marketers and bosses, policymakers and practitioners of start-up tasks and know-how move organisations.

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Additional info for Executive Teams in Research-Based Spin-Off Companies: An Empirical Analysis of Executive Team Characteristics, Strategy, and Performance

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In the context of research-based based spin-off companies, opportunities play a central role as the portfolio is often based on cutting-edge technology, intellectual property, and/or new scientific results. This point of view makes clear that an entrepreneurial approach might be important for success, especially in the early stages when new products are being developed and introduced in the market. The question of how to exploit these opportunities efficiently seems to be a crucial aspect and indicates to the need to think strategically about commercialisation and management processes.

While a small percentage of spin-offs belong to the group of rapidly growing ventures, the majority tend to grow slowly (Autio, 1994; Stankiewicz, 1994; Mustar, 1997; Harrison and Leitch, 2005). 3 The discussion regarding the success factors of spin-offs and the possible performance measurements leads to the question of which influencing factors might affect different outcomes at the organisational level. , Szyperski and Klandt, 1981; Kulicke, 1987; Unterkofler, 1989; Roberts, 1991a; Ndonzuau, Pirnay and Surlemont, 2002; Helm and Mauroner, 2007).

Finally, the third view can be considered the resource-based perspective as the studies examine companies that have different resource configurations that influence their performance and competitive advantage. This group of studies refers, to some extent, to the resource-based view of the firm (Barney, 1991). The analysis of predictors of new venture performance has become an important aspect of entrepreneurship research. A number of studies have noted that initial resource stocks may have subsequent influence on organisational outcomes, including performance.

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