عملکرد شرکت در استارتاپ ها
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عملکرد شرکت در استارتاپ ها

عنوان فارسی مقاله: اتحاد استراتژیک و عملکرد شرکت در استارتاپ ها با یک تکلیف اجتماعی
عنوان انگلیسی مقاله: Strategic alliances and firm performance in startups with a social mission
مجله/کنفرانس: مجله تحقیقات کسب و کار - Journal Of Business Research
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت کسب و کار، مدیریت عملکرد، مدیریت استراتژیک، کارآفرینی، نوآوری تکنولوژی
کلمات کلیدی فارسی: اتحادهای استراتژیک، شتاب دهنده ها، استارتاپ، نوآوری اجتماعی، جذب سرمایه، سرمایه گذاری مشترک
کلمات کلیدی انگلیسی: Strategic alliances، Accelerators، Startups، Social innovation، Fundraising، Joint ventures
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master Journals List - JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.jbusres.2019.08.047
دانشگاه: University of Westminster, 35 Marylebone Road, London NW1 5LS, United Kingdom of Great Britain and Northern Ireland
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2020
ایمپکت فاکتور: 5/352 در سال 2019
شاخص H_index: 158 در سال 2020
شاخص SJR: 1/684 در سال 2019
شناسه ISSN: 0148-2963
شاخص Quartile (چارک): Q1 در سال 2019
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 12
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
آیا این مقاله مدل مفهومی دارد: دارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: دارد
کد محصول: E14287
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

Abstract


1- Introduction


2- A framework for strategic alliances and startup performance


3- Methodology


4- Analysis and results


5- Discussion


6- Implications for practitioners


7- Conclusions


References

نمونه متن انگلیسی مقاله

Abstract


Innovation with a social purpose is strictly linked to entrepreneurship and economic development. However, those startups that pursue a social mission often operate in really novel markets and raise some scepticism in the eyes of investors. Startups can improve their business performance by leveraging on equity and non-equity based strategic alliances, so to pursue growth. However, sustainable growth requires to attract the right investments at the right stage of development of the startup. This study draws on international business theory and proposes a novel framework that explains the mechanisms regulating strategic alliances and firm performance in a startups context. We use a sample of 3913 UK high-tech startups engaging in social innovation to test our hypotheses and we derive an explanation for some of the mechanisms behind strategic alliances effect on startups performance, startups scalability and the balance needed between performance and the pursuit of a social mission.


Introduction


In the UK, 5.7 m small businesses contribute to £1.9 trillion of turnover and employ 16 m people (UK Government, 2019). A recent report from the British Council (2019) highlighted the increase of social enterprising activity in the UK, which contributes to the UK economy with £24bn per year across economic sectors. Social enterprises operate in any industry of the UK economy and the government gives them increasingly higher attention and ‘have introduced a number of initiatives to support the sector's growth. This has resulted in financial support and legislation to make the business environment more favourable for social enterprises’ (2019, p. 49). As authors of this study, we believe the scope of the definition of social enterprises is currently too narrowly focusing only on not-forprofit organisations, neglecting the social mission embedded in many for-profit organisations. Social enterprises are generally defined as businesses ‘with primarily social objectives whose surpluses are principally reinvested for that purpose in the business or in the community, rather than being driven by the need to maximise profit for shareholders and owners’ (DTI, 2002), but it is often difficult to obtain a crisp definition of social enterprises based on social purpose. For instance, a lot of for-profit organisations engage in social innovation (Altuna, Contri, Dell'Era, Frattini, & Maccarrone, 2015) thus, these also have a social purpose without necessarily being classified as social enterprises. These enterprises have been defined as ‘for-profit social ventures’, as they have been incorporated as for-profit bodies, but they have been designed to serve a social purpose (Dees & Anderson, 2003). Likewise, a lot of social enterprises do not engage in social innovation, despite their focus on sustainability (Yunus, Moingeon, & Lehmann-Ortega, 2010). Furthermore, social innovation is cross-sectoral (Murphy, Perrot, & Rivera-Santos, 2012) as it involves public and private stakeholders (the latter, in both for-profit and not-for-profit companies), and, thereby, attracting the interest of governmental and supra-governmental bodies. For instance, the European Union ‘acts as an agenda-setter in the measurement of social innovation, working with and liaising with the private sector, venture capitalists, and foundations to facilitate a consensus’ (European Commission, 2012, p. 15). Enterprises, to deliver on social mission goals without lessening their business performance, have to leverage the collaborations that often occur in spontaneous entrepreneurial and innovation ecosystems (Letaifa & Rabeau, 2013). This is particularly true for startups, which lack resources and social capital (Lonial & Carter, 2015). Given the stress caused by limited resources, collaborations amongst startups have to be strategic in nature and different types of alliances can take shape between startups and their partners according to their different strategic alignments (Herrera, 2015).

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