Abstract
This research presents an integrative model about the use of those services that have been specifically designed to support entrepreneurial initiative. By contrast with conventional perspectives from the entrepreneurship field, mainly drawn from a resource-based view, we propose a two-fold approach to explain the utilization of services that are oriented to new business creation: by considering the role of resources within the start-up's reach (internal and external); by incorporating a behavioral and decision-making approach. On the basis of the suggested decision-making framework, a multi-stage decision model is developed and tested by means of a representative sample of entrepreneurs linked to a local development agency. The results show that the adoption and use of support services for new business creation is a complex and reflexive process, triggered by the entrepreneur's internal forces.The entrepreneur searches for information throughout the process and, with assistance from internal teams and external networks, evaluates the choices of businesssupport services. Our findings offer relevant implications and recommendations for business incubators and institutions.
Highlights
Business creation is a critical activity for innovation
As the positive path parameter linking previous start-up experience (PrExp) and EIF is not significantly different from zero, it is not possible to determine whether an external information search acts as an antecedent of activities related to the assessment of alternatives
We situate entrepreneurs and their freedom of choice at the very center of the decision processes that culminate with the use of Business Support Services (BSS) - those services and programs that are oriented to provide support to entrepreneurial initiatives
Summary
Business creation is a critical activity for innovation. Its impact is crucially reflected in economic growth and competitiveness. This is due to the usual perception of cooperative business relationships as complementary, rather than substitutive (Das & Teng, 2000; Bonte & Keilbach, 2005), and the willingness of firms already involved in collaborative activities to expand their current cooperative links with agents who might not be quite so near to hand, such as scientific-based institutions (Laursen & Salter, 2004) All of this leads to the following set of hypotheses: H21 Internal information flows positively influence the participation ofthe start-up's owner team in information assessment. H6 Start-up's owner team's participation in the decision process negatively influences BSS use decisions
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