Abstract
The purpose of this research is to study the factors related to the performance of the entrepreneurs who passed through the stages of business development at the university business incubators in Thailand. These factors consist of various characteristics, namely, leadership orientation, entrepreneurial orientation, network capacity, and innovative capacity. The sample group consisted of 220 businesses that had passed through a university business incubator in Thailand. The SPSS Statistics program calculated the basic statistics, as well as the relationship test for each factor studied, and examined the statistics using a structural equation model (SEM). The results revealed that the characteristics of leadership orientation, entrepreneurial orientation, network capacity, innovative capacity, and entrepreneurial performance had relationships in the same direction. Furthermore, an analysis of the relationships between the factors found that entrepreneurial orientation had positive relationships with network capacity and innovative capacity, leadership orientation had positive relationships with innovative capacity and entrepreneurial performance, and innovative capacity had a positive relationship with entrepreneurial performance. These relationships summarize a developmental model for the innovative capacity and performance of businesses that have passed through the university business incubators in Thailand.
Highlights
Many research organizations have the potential to develop technologies for various types of markets, they are not able to apply that technology or knowledge to reap the maximum commercial benefits
There are five factors—leadership orientation, entrepreneurial orientation, networking capacity, innovative capacity, and business performance—which affect the success of a business
The results revealed that most of the interviewees had many opinions of the components, from the lowest to the highest level
Summary
Many research organizations have the potential to develop technologies for various types of markets, they are not able to apply that technology or knowledge to reap the maximum commercial benefits. Consider a university that is capable of carrying out research related to the discovery of high heat resistant materials; that research will not acquire its greatest benefits until an external organization takes that method of material production and applies it to their products—for instance, when a company producing tiles or bricks for construction uses this research to produce tiles and bricks with high heat resistance. The quickest way to become an innovative organization is to create differentiated products, and to enter into novel markets that are accessible to consumers, and to ask for innovation support from educational research institutes [1,2,3].
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