This paper explores how an open approach to new venture creation -purposefully managing knowledge flows across the venture's organizational boundary -can be beneficial for start-up entrepreneurs. Our inductive case study, of both failure and success, identifies the key attributes of this open approach and how they affect start-ups' short-term survival. We find that ecosystem collaboration, user involvement and an open environment directly influence new venture survival, and that their effects were moderated by the entrepreneurs' open mindset. These findings carry a number of implications for entrepreneurship and innovation research and practice, providing some attention points for researchers, entrepreneurs, investors and policy makers interested in developing successful new ventures.

Purpose -The purpose of this paper is to present a comprehensive IT tools based methodology (CITM) for BPR projects in order to facilitate implementing BPR project by considering relevant IT tools in each phase of the methodology, both approaches (clean slate and analysis of existing processes on details), and failure analysis for diminishing the risk of the BPR project. Design/methodology/approach -In today's world, corporations need to adjust with the environment changes in order to stay stable in facing market changes. This paper presents a comprehensive methodology in which by considering different aspects for implementing BPR project including IT tools, both BPR approaches, and failure analysis can facilitate BPR project. The proposed methodology's validation was tested by getting the 50 experts' ideas in each phase of the methodology and in a case study at organization and planning department in an IT company. Findings -The structured methodology developed in this paper contain the two debatable approaches of BPR (clean slate approach as well as analysis of existing processes on details approach). This methodology enables the organization to derive a proper way to implement BPR project in order to its situation. In every phase of this methodology, based on their applications in each specific phase, required softwares and IT tools are proposed. The applicability of methodology was analyzed and confirmed thoroughly by the 50 BPR experts and in a case study at an IT company. Originality/value -This study provides a comprehensive methodology to consider the gap of the BPR methodologies in their comprehensiveness, use IT tools and softwares and lower the risk of the BPR implementation. In developing the CITM the challenging approaches are considered, the related softwares and IT tools are proposed and failure analysis is done and considered in each phase of the CITM in order to decrease the risk of its implementation.

While the dissolution of new ventures is a common phenomenon in the organizational landscape, it seldom means the end of the road for those involved in the new venture. Nevertheless, most research treats this dissolution with a sense of finality. Using the Danish Integrated Database for Labor Market Research (IDA), we explore the persistence of cofounders and early employees to continue their work relationships after the dissolution of the new venture. We investigate where these team members continue their career and whether they pursue entrepreneurship together in another new venture. Overall, over 18.3% move jointly, and comobility is more prevalent among new venture team members who worked jointly prior to founding the new venture and among those new venture teams demonstrating high levels of homogeneity. Moreover, comovers tend toward small firms, and comobility occurs largely in similar industry. A large share of comovers move to new ventures, which is indicative of serial or habitual new venture teams. This also raises further question on team-level dimension of learning from failure.

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