7 The Impact of a Start Up’s Key Business Relationships on the Commercialization of Science: The Case of Nautes

Baraldi, Enrico; Perna, Andréa; Fraticelli, Fabio; Gregori, Gian Luca

doi:10.1057/978-1-137-52719-6_8

Cited by 6 publications

(9 citation statements)

References 13 publications

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“…Strömsten and Waluszewski, 2012). Recalling the idea that business relationships can be a “burden” (Håkansson and Snehota, 2002), Baraldi et al (2017) show how this may be amplified in imbalanced situations that may emerge, for instance, in a business relationship between a fledgling firm and an established business. The tension that exists between the imprinting of initial relationships and the need for the new venture to keep some degree of independence is thus a tension that is key to the dynamics of new venture development (Baraldi et al , 2017).…”

Section: The Emergence a New Venture’s Customer Relationships Portfoliomentioning

confidence: 99%

“…But, if initiating a relationship with a customer is not easy for start-ups (Aaboen et al , 2017), it is likely even more difficult for new ventures to deal with an emerging portfolio of customer relationships (Havenvid and La Rocca, 2017). Furthermore, the first customer relationship(s) for a new venture are an extremely important asset, but it can also easily transform into a burden (Baraldi et al , 2017).…”

Section: Introductionmentioning

confidence: 99%

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The emergence of the customer relationship portfolio of a new venture: a networking process

Rocca

Perna

Sabatini

et al. 2019

JBIM

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Purpose While several studies have focused on the initial phases of new ventures and their first customer and supplier relationships, we have a limited understanding of how the new venture’s portfolio of customer relationships emerges. This paper aims to explore the emergence of the customer relationship portfolio of a new venture and to investigate the effects of early relationships on subsequent ones. Design/methodology/approach Methodologically, the authors rely on a longitudinal single case study of a new venture which develops, implements and sells customized cost-management software. The study is exploratory and based on 24 in-depth interviews. Findings The findings show that the development of a customer portfolio depends on the cumulative effect of heterogeneous elements and network connections. These include the initial link between the new venture and the first customer and a subsequent series of interconnections that develop with the emerging network capability of the new venture. Originality/value As one of the few studies that explore the emergence of new ventures’ customer relationship portfolio, this study demonstrates the value of applying a relational/network approach for studying relationship portfolio dynamics.

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Section: The Emergence a New Venture’s Customer Relationships Portfoliomentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The emergence of the customer relationship portfolio of a new venture: a networking process

Rocca

Perna

Sabatini

et al. 2019

JBIM

Self Cite

View full text Add to dashboard Cite

show abstract

“…a key customer or a financier) may emerge and expose the start-up to an external control that leads it to pursue, for instance, technical or product development avenues that delimit its future possibilities (Strömsten and Waluszewski, 2012) or may cause serious consequences in case of termination. A very powerful partner may block the development of some other relationships, either by more or less explicitly prohibiting them (Baraldi et al , 2017) or because of resource limitation to handle several relationships.…”

Section: Theoretical Framing: the Functional Roles Of Public Actors And Dual Effects On Start-upsmentioning

confidence: 99%

“…However, not all relationships or interactions in which start-ups engage are positive for them, and IMP scholars have stressed that certain key actors may also have negative effects on start-ups, such as early dominant customers who block development and new customer acquisition (Baraldi et al , 2017) or venture capitalists who orient a start-up’s technology and business models in directions which turn out to be problematic (Strömsten and Waluszewski, 2012). While the burden (Håkansson and Snehota, 2002) and deleterious effects (Anderson et al , 1994) of business relationships in general is recognized by the IMP literature, the negative effects exerted by selected parties on new ventures are amplified by the start-up’s lack of experience in managing relationships (Johnsen and Ford, 2007).…”

Section: Introductionmentioning

confidence: 99%

The joys and sorrows of a start-up’s interactions with the public sphere: a case from medical technology

Wagrell

Baraldi

2019

JBIM

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Purpose This paper aims to address the crucial interactions that a start-up enacts with actors from the public sphere in a context of medical technologies. The public actor commonly plays multiple roles, ranging from co-developers and financiers to large-scale users, which are all pivotal to the development and survival of the new venture. The paper investigates the possible “dark sides” of a start-up’s marriage with a public partner, departing from three specific roles the public sphere can assume in relation to a start-up: as a development partner, as a financer and as a customer. Design/methodology/approach The study builds on an in-depth empirical case study of a Swedish med-tech startup company. Findings The authors find the financing role to be least problematic, whereas the customer role is the most problematic in that it provides numerous barriers to the possible development and growth of a start-up firm striving to get new customers in a public setting. Examples of the most prominent barriers found are regulations, complex decision-making processes and assessment elements of med-tech products that are outside the control of the startup firm, hence issues that cannot be handled within inter-organizational relationships. Originality/value The study builds on 27 in-depth interviews, which were undertaken during 2005-2013, thus contributing detailed data about a start-up’s many and crucial interactions with different public actors. Departing from three different roles, a public partner can adopt in relation to a start-up, (development, co-financer and customer) provides results with managerial implications for start-up’s and policy implications for health-care policy.

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“…In this context, the mediation of the incubator can both enable and constrain an incubator firm's development of a business network (Sá & Lee, 2012). As Baraldi, Fraticelli, Perna and Gregori (2017) note, the first relationships play a central role in a start-up's development.…”

Section: Introductionmentioning

confidence: 99%

The network mediation of an incubator: How does it enable or constrain the development of incubator firms' business networks?

Shih

Aaboen

2019

Industrial Marketing Management

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Incubators are organisations or structures that usually offer five types of services in order to accelerate start-up development: access to physical resources, administrative services, access to financial resources, assistance with start-up procedures and access to networks. The aim of the present paper is to investigate the mediating role of the incubator. More specifically, it examines how the incubator's mediation is related to incubator firms' development of broader business networks. The primary data comprised 34 face-to-face interviews with 19 respondents from an incubator and its incubator firms and with other actors with which the incubator had a relationship. The paper offers three conclusions concerning how the network horizon influences the incubator's capacity to mediate relationships, the necessity for incubator firms to be proactive in order to utilise the mediation activities of the incubator and the influence of public-funding agencies in the development of incubator firms, which is based on their role as third actors in connected business relationships.

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7 The Impact of a Start Up’s Key Business Relationships on the Commercialization of Science: The Case of Nautes

Cited by 6 publications

References 13 publications

The emergence of the customer relationship portfolio of a new venture: a networking process

The emergence of the customer relationship portfolio of a new venture: a networking process

The joys and sorrows of a start-up’s interactions with the public sphere: a case from medical technology

The network mediation of an incubator: How does it enable or constrain the development of incubator firms' business networks?

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