Accelerating strategic fit or venture emergence: Different paths adopted by corporate accelerators

Shankar, Raj K.; Shepherd, Dean A.

doi:10.1016/j.jbusvent.2018.06.004

Cited by 126 publications

(165 citation statements)

References 46 publications

Supporting

Mentioning

159

Contrasting

Unclassified

Order By: Relevance

“…Our analysis followed the prescriptions of Gioia, Corley, and Hamilton (2013) and has been widely used in management and entrepreneurship research (Huy, Corley, & Kraatz, 2014; Shankar & Shepherd, 2018). Although recursive, our analysis moved through three broad phases.…”

Section: Discussionmentioning

confidence: 99%

Three Mindsets of Entrepreneurial Leaders

Ramnarayan

Shankar

2020

The Journal of Entrepreneurship

View full text Add to dashboard Cite

Discontinuous change is becoming the norm. This has consequences for how organisations are managed and led. Strategic entrepreneurship—the simultaneous practice of advantage-seeking behaviour and opportunity-seeking behaviour—has been proposed as a solution. But practice of strategic entrepreneurship confronts challenges requiring a special type of leadership for its successful implementation—entrepreneurial leadership. People who display such leadership behaviours are called entrepreneurial leaders. We know little about such individuals. We purposively studied three different types of organisations that renewed themselves under such leaders and inductively arrived at three unique mindsets—purpose-oriented, people-oriented and learning-oriented—which help us unpack one aspect of what makes a leader entrepreneurial. We contribute to the entrepreneurial leadership literature by contributing a more nuanced view to mindsets of such leaders which is an important cognitive filter. Our findings also contribute to the literature on strategic entrepreneurship by indicating how leaders with certain combination of mindsets are better at implementing renewal. We advance practice by enabling organisations better identify and develop mindsets among potential leaders who can take on entrepreneurial roles. Limitations and future research are discussed.

show abstract

Section: Discussionmentioning

confidence: 99%

Three Mindsets of Entrepreneurial Leaders

Ramnarayan

Shankar

2020

The Journal of Entrepreneurship

View full text Add to dashboard Cite

show abstract

“…Thus, our target audience for this editorial consists primarily of scholars submitting theorytesting papers to JBV. But to be clear, JBV strongly values exploratory quantative research-studies designed to generate or otherwise illuminate new hypotheses (Van de Ven et al, 2015)-and research using qualitative and case study designs (Shankar and Shepherd, 2018), and JBV is likely to devote subsequent editorials to each topic in its own right.…”

Section: Introductionmentioning

confidence: 99%

Editorial: Enhancing quantitative theory-testing entrepreneurship research

Anderson

Wennberg

McMullen

2019

Journal of Business Venturing

120

View full text Add to dashboard Cite

The purpose of this editorial is to discuss methodological advancements to enhance quantitative theory-testing entrepreneurship research. As the impact of entrepreneurship scholarship accelerates and deepens, our methods must keep pace to continue shaping theory, policy, and practice. Like our sister fields in business, entrepreneurship is coming to terms with the replication and credibility crisis in the social sciences, forcing the field to revisit commonly-held assumptions that limit the promise and prospect of our scholarship. Thus, we provide suggestions for reviewers and editors to identify concerns in empirical work, and to guide authors in improving their analyses and research designs. We hope that our editorial provides useful and actionable guidance for entrepreneurship researchers submitting theory-testing papers to Journal of Business Venturing.

show abstract

“…Even though there is evidence which demonstrates that business accelerators can have positive effects on startups' performance (e.g. Battistella, De Toni & Pessot, 2017;Hallen et al, 2019;Shankar & Shepherd, 2019;Smith & Hannigan, 2015), there remains a limited understanding of the processes and practices by which they accomplish these outcomes (Wright & Drori, 2018).…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

How business accelerators impact startup’s performance: Empirical insights from the dynamic capabilities approach

García-Ochoa

Heredero

Jiménez

2020

View full text Add to dashboard Cite

Purpose: Accelerators are seen as powerful entities that provide critical support to startups in their development. However, little is known about the acceleration practices by which they help their startups. The present study has as its aim to investigate whether business accelerators do assist their startups in the generation of their dynamic capabilities and in their performance and which processes and organizational routines of accelerators programs become effective drivers.Design/methodology/approach: Drawing from the dynamic capability perspective, this empirical research explores the impact of business acceleration programs in their startups by applying a Canonical discriminant analysis using data from 24 Spanish business accelerators.Findings: This study reveals that certain accelerators practices indeed enhance startups’ dynamic capabilities. Further, absorption, integration, and innovation capabilities had a positive influence on startups’ performance while sense the market capability showed a negative one. These findings enable us to identify which business acceleration practices lead to better startups’ performance improvements.Research limitations/implications: This is a preliminary attempt to help in the untangling of the dynamic capability and the business incubation black box. The cross-sectional design of the study and the fact that the data was gathered from a single country and based on survey results in bias and in a limited generalization of its findings.Practical implications: This research can help decision makers’ in business accelerators to put in practice organizational mechanisms aimed to be more successful in their objectives.Originality/value: This study is pioneer to empirically analysis the relationship between business accelerators’ practices and the generation of dynamic capabilities.

show abstract

Accelerating strategic fit or venture emergence: Different paths adopted by corporate accelerators

Cited by 126 publications

References 46 publications

Three Mindsets of Entrepreneurial Leaders

Three Mindsets of Entrepreneurial Leaders

Editorial: Enhancing quantitative theory-testing entrepreneurship research

How business accelerators impact startup’s performance: Empirical insights from the dynamic capabilities approach

Contact Info

Product

Resources

About