Translating knowledge in new entrepreneurial ventures: the role of business plan development

Francesca Dal Mas,Maurizio Massaro,Paola Paoloni,Aino Kianto

doi:10.1108/vjikms-04-2021-0060

Abstract

PurposeThis paper aims to analyse the role of business plan development as a knowledge translation tool, especially for the creation of start-ups. In a complex knowledge ecosystem populated by multiple diverse and autonomous actors (such as potential entrepreneurs, local companies, local public entities and business consultants) bonded together by a joint search for valuable knowledge, business plan development can work as a powerful enabler for the translation of knowledge.Design/methodology/approachThe study uses a qualitative multi-case study approach by examining the results of a public programme devoted to the creation of new entrepreneurial ventures. The authors analysed 418 complete business plans and followed up with all the participants with an interview. In total, 40 cases were investigated more in detail.FindingsResults show how business plan development can function as a bridge between academic, theoretical and general knowledge on start-up creation on the one hand and practical contextualised activities of potential entrepreneurs on the other.Practical implicationsThe process of knowledge translation is crucial to ensure that relevant knowledge coming from both the inside (the entrepreneur) and outside (the stakeholders) of the organisation is effectively applied. To facilitate the translation process, key knowledge users should be supported in contextualising and making sense of the research knowledge. Initiatives carried out by local entities and other actors, gathering several stakeholders to develop business plans, can become valuable opportunities to facilitate the translation process for start-up development.Originality/valueThe paper contributes to knowledge management and knowledge translation literature by demonstrating the role of business plan development as an effective knowledge translation enabler. It also adds to the understanding of innovation management and entrepreneurial education by proving the relevance of the translation of knowledge for the creation of new business ventures.

Highlights

Knowledge management is considered an essential business process for most organisations (Bagnoli et al., 2021; Kianto et al, 2017)
Our study aims to contribute to the current debate on knowledge management and knowledge translation by analysing the role of the business plan as a knowledge translation enabler by employing a multiple case study approach, investigating the following research question (RQ): Ma
As the understanding of the complexities involved in knowledge mobilisation processes has deepened, an increasing number of studies are approaching the issue in terms of knowledge translation

Summary

Introduction

Knowledge management is considered an essential business process for most organisations (Bagnoli et al., 2021; Kianto et al, 2017). Knowledge must be shared and transferred among different stakeholders, who can be either internal or external from the organisation (Massaro, Moro, et al, 2019; Paoloni, Paoloni, et al, 2019). Recent literature has coined the term “knowledge translation,” which recalls the idea of a foreign language translated into a different language in another context to describe the process of knowledge transformation required to share and transfer knowledge among people of different backgrounds (Cobianchi et al, 2021; Dal Mas, GarciaPerez, et al, 2020; Savory, 2006, 2009; Simeone et al, 2017). Knowledge translation plays a central role in supporting and fostering innovation (Lander, 2016). For this reason, the phenomenon is getting growing attention both from academics as well as practitioners. While some of them are pretty new and innovative, such as design artefacts (Simeone et al, 2018), others are more traditional and even linked to organisation’s everyday tasks, such as accounting and management control systems (Massaro, Moro, et al., 2019; Moilanen, 2007)

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