Abstract
This paper examines the Start-up Success of Spin-off and Symbiosis Company (SSC) using Entrepreneurial Orientation (EO) and Support Service. Notwithstanding the extensive study on start-up firms and Support Service, there is a missing link on how EO impacts Start-up Success, particularly in Malaysia case study. To address such limitation, this paper proposed that Start-up Success of SSC will be improved by EO and Support Service. A total of 120 SSC in Peninsular Malaysia were employed as respondents and data were analyzed using PLS-SEM analysis. The empirical results showed that EO is positively related to Start-up Success and intensify the potentials of Support Service as a moderator. As most of the related literature highlights the importance of Support Service, this study brings new perspectives on how EO is also significant in improving the Start-up Success. In addition, the critical discussion provided in this paper is expected to contribute to the body of knowledge on entrepreneurship studies and act as a future reference on the EO, support service, and SSC.
Highlights
Over the years, the expansion of Small and Medium Enterprise (SME) has shown remarkable contributions to the economic landscape worldwide
Entrepreneurial Orientation (EO) is deemed as a Start-up Success Accelerator as firms with strong EO are capable of outperforming other firms and surviving through their critical early years (Zulkifli & Rosli, 2013; Adomako et al, 2016)
Findings from this study discovered that EO practices by Symbiosis Company (SSC) play a critical role in determining the Start-up Success
Summary
The expansion of Small and Medium Enterprise (SME) has shown remarkable contributions to the economic landscape worldwide. The establishment of Spin-off and Symbiosis Company (SSC) has fascinated researchers with some publications on how new ventures impact business performance (Roundy, 2016). According to Bocken (2015), SSC is considered as new ventures or start-up firms which rely on other organizations regarding skills, resources, and business strategies. This paper aims to evaluate the Entrepreneurial Ecosystem using fractions of the original domain through markets and support for entrepreneurship. With this connection, Entrepreneurial Orientation (EO) is best to describe Entrepreneurial Ecosystem as a proxy in explaining how the entrepreneurs co-evolve their roles and potentials to achieve business goals (Roundy, 2016) and reflect the market domain. The practical implications for practitioners are discussed, and directions for future research are proposed
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