on behalf of the PCDIAB consortium. Highlights Structural and behavioral power interact through perceived power  A start-up often feels more powerful than expected based on its structural power  Power tactics are chosen based on closeness, level of conflict and expectations  A start-up can benefit more from conciliatory than hostile power-use tactics  Third actors' power can play an important role in a startup's dyadic power episodes

22Purpose Start-ups are companies that are not yet embedded in a pre-existing network of relationships. 23Studies that researched how start-ups act in their relationships focused on just one type of action and 24 assumes that start-ups are autonomous in how they choose to act. However, organisational action in 25 relationships is both interactive and dynamic. Therefore, the researchers aim to investigate how a start-26 up does interact with its partners over time. 28Design/methodology/approach The research aim is addressed through a longitudinal case study of a 29 start-up in the medical device business. It was analysed how this start-up and its six key partners acted 30 and reacted during 18 interactions episodes, what triggered these actions and what the outcomes of 31 their actions were. In addition, the researchers explored if and how the subsequent episodes were 32 related. 33 34Findings Firstly, the case shows that the past and the future affect current episodes. Secondly, it 35shows that action was triggered by both internal and external events which could expand or constrain 36 opportunities for future interactions. Thirdly, the findings show that there was a pattern in the 37 interaction modes used during the relationship. Fourthly, the findings show that the initial mode of 38 interaction was often imitated by the counterparty. Finally, it is shown that there are clear links 39 between the trigger, interaction process and outcome in an interaction episode. 40 41Research implications The results indicate that besides the focal firm, partners should always be 42 actively and directly involved in any research into organisational action. Moreover, action in 43 relationships should be characterized as a dynamic process that is in a state of continual change.

Background: Psychosocial factors that may affect acceptance of artificial pancreas (AP) systems have been investigated in small sample sizes of highly motivated, self-selected persons with type 1 diabetes (T1DM) with a focus on product characteristics. We aimed to develop a valid survey to investigate the association of technology readiness and social influence with AP acceptance in a larger sample, including both self-selected and invited respondents with T1DM. Methods: An online survey was developed based on established questionnaires. Intention to use the AP was chosen as measure of AP acceptance. T1DM patients who signed up themselves for scientific research into AP systems represented the self-selected group, while patients treated at a teaching hospital represented the invited group. Questionnaire values were compared using independent t-tests and regression analyses. Results: The developed survey showed reliability and validity. The survey was completed by 425 self-selected and 109 invited persons. Intention to use the AP was high in both groups, but was significantly higher among self-selected respondents. In both groups, intention to use the AP was most strongly related to product compatibility, followed by product complexity, technology readiness, and product usefulness among invited respondents; and followed by product usefulness and technology innovativeness among self-selected respondents. Conclusions: Product characteristics have a stronger relationship with AP acceptance than technology readiness, while social influence does not seem to be associated with AP acceptance. As the (strength of) factors differ between self-selected and invited persons, researchers and product developers should be cautious when relying on self-selected persons with T1DM in the design, development, and testing of AP systems.

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