جهت گیری کارآفرینی شرکت های اسپین-آف
Abstract
Subject classification codes
1. Introduction
2. Theoretical background
3. Hypotheses development
4. Methodology
5. Discussion and conclusions
Funding
Acknowledgements
Appendix A. Measures
References
Abstract
This paper has been designed to analyse the impact of the structure of social networks on academic spin-offs’ entrepreneurial orientation. We have specifically focus on both size and frequency of three different types of social networks: informal networks (composed of family and friends); market networks (composed of agents belonging to the business context); and university support networks (composed of university institutions and agents). With the premises of Resource Dependence Theory as theoretical background and drawing on a sample of 167 Spanish academic spinoffs, results of regression analysis have highlighted the positive influence of market networks and university support networks on the enhancement of academic spin-offs’ entrepreneurial orientation, as well as the null impact exerted by informal networks. Our paper expands the research developed in the fields of academic entrepreneurship, social networks and Resource Dependence Theory and offers some suggestions to academic spin-offs’ managers and university support institutions.
Introduction
In the context of academic entrepreneurship, the role of entrepreneurial orientation (EO) could be especially relevant since academic spin-offs (ASOs), as a result of their specific nature (Knockaert, Ucbasaran, Wright, & Clarysse, 2011), may require the development of entrepreneurial strategies in order to commercially guide their innovations. In addition, ASOs often face extremely uncertain and competitive environments, in which the focus is on the discovery of new opportunities and the competitive development of innovations (Covin & Slevin, 1989; Rauch, Wiklund, Lumpkin, & Frese, 2009; Robertson & Chetty, 2000; Wiklund & Shepherd, 2005). Previous research has consistently posited that the adoption of entrepreneurial strategies could be crucial for the development of firms that compete in uncertain contexts (Covin & Slevin, 1998; Naman & Slevin, 1993) and, specifically, that ASOs could require the combination of EO and marketing skills for achieving success (Bray & Lee, 2000; Pérez & Sánchez, 2003; Steffensen, Rogers, & Speakman, 2000). Despite the recognition of its importance, there is a scarcity of research focused on analyzing the factors that could influence ASOs’ EO. The exhibition of high levels of EO may not be a simple task for ASOs. As a result of their non-commercial origins, access to resources and abilities necessary for enhancing proactive and innovative behaviours could be extremely difficult for these firms. For this reason, ASOs usually require the intervention of outside agents to obtain such resources and abilities (Clarysse, Wright, Lockett, Mustar, & Knockaert, 2007; Vohora, Wright, & Lockett, 2004).