Abstract

The purpose of the present study is to evaluate contributions of sustainable start-up ecosystems to the development and dynamics of start-up companies. To illustrate how the sustainability of start-up ecosystems affects the development trends of start-up companies the case of Lithuania is analysed. Lithuania is chosen because of its experience of dynamically transforming its start-up ecosystem; the case is useful for both further scientific analysis of start-up ecosystems and application of the Lithuanian experience to other countries. Cooperation and networking among companies have been important research topics for many decades. In the second half of the 20th century the network expansion evolved due to the development of social, economic, political and technological systems (Iansiti and Levien, 2004); however, companies faced new challenges in adapting to the rapidly changing environment, creating synergies from cooperation in ecosystems and sustainably strengthening their competitive advantage. In the early 1990s the term ‘business ecosystem’ was introduced into popular management parlance by James F. Moore (1993). Moore suggested an ecological approach to management, where modern business is viewed not only as a member of a single industry, but rather a part of a business ecosystem that crosses a variety of industries. The present research is centred on effects of this business ecosystem on the dynamics of start-ups. Given the multifactor and trans-disciplinary nature of start-up ecosystems, the triangulation method of combining the scientific literature overview, semi-structured qualitative interviews and quantitative survey method is chosen: the quantitative survey was designed to reveal the general profile of a start-up company and its’ approach towards start-up ecosystems, while qualitative semi-structured expert interviews were conducted to acknowledge why and how start-up ecosystem influences the development of companies. The research question is how sustainability of start-up ecosystems affects the development patterns of start-up companies. This should help other countries such as Georgia, Moldova, Bulgaria or Romania to avoid of possible mistakes in enhancing their own start-up ecosystems.

Highlights

  • Before starting to scrutinize effects of business ecosystems on the dynamics of start-ups, a clear description of a business ecosystem should be presented to better understand the context of this multi-factor phenomenon and to identify the main dimensions of the business ecosystem

  • Other educational backgrounds that were stated by correspondents were engineering, law, computer science (respectively making 9.5% (n=6), 4.8% (n=3), 3.2% (n=2) and 7.9% (n=5)). 58.7% (n=37) of all respondents marked that it is their first start-up company, while 12% (n=8) stated that they had worked in 1 start-up company before. 20.6% (n=13) of all CEOs had participated in 2 start-ups before becoming CEOs in the current company and 7.9% (n=5) of respondents indicated that they worked in 3 start-ups before

  • Relying on the model of start-up ecosystem dimensions, developed by authors in order to summarize the main scientific insights and research regarding the dynamics of start-up ecosystems, a start-up ecosystem is a set of internal and external dimensions which, in one way or another, contribute/ may contribute to the development of a start-up company

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Summary

Introduction

Before starting to scrutinize effects of business ecosystems on the dynamics of start-ups, a clear description of a business ecosystem should be presented to better understand the context of this multi-factor phenomenon and to identify the main dimensions of the business ecosystem. 26) a business ecosystem could be understood as ‘an economic community supported by a foundation of interacting organizations and individuals -- the organisms of the business world. This economic community produces goods and services of value to customers, who are themselves members of the ecosystem. The author admits that over time they co-evolve their capabilities and roles, and tend to align themselves with the directions set by leading organizations. These organizations set common visions and strategies and focus on the synergy between various actors in terms of investments and mutual supportive roles (Moore1996)

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