Abstract
Purpose – As traditional manufacturing, previously vital to the UK economy, is increasingly outsourced to lower‐cost locations, policy makers seek leadership in emerging industries by encouraging innovative start‐up firms to pursue competitive opportunities. Emerging industries can either be those where a technology exists but the corresponding downstream value chain is unclear, or a new technology may subvert the existing value chain to satisfy existing customer needs. Hence, this area shows evidence of both technology‐push and market‐pull forces. The purpose of this paper is to focus on market‐pull and technology‐push orientations in manufacturing ventures, specifically examining how and why this orientation shifts during the firm's formative years.Design/methodology/approach – A multiple case study approach of 25 UK start‐ups in emerging industries is used to examine this seldom explored area. The authors offer two models of dynamic business‐orientation in start‐ups and explain the common reasons for s...
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