Analyzing a Successful Incubator Business Model: The Case of Barcelona Activa

Perdomo, Geovanny; Álvarez, Claudia; Urbano, David

doi:10.1007/978-1-4614-8184-3_4

Cited by 4 publications

(1 citation statement)

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“…Further, Perdomo and his colleagues note, "the role of business incubation has evolved from the originally expected facility and service provider into a consultant organization for knowledge, resources, and policy coordination for both enterprises and national innovation systems" (Perdomo, Alvarez, & Urbano, 2014). Some incubator descriptions (e.g.…”

Section: Bergekk and Norman (2008) Observe This Shiftmentioning

confidence: 99%

Value Creation and Evaluation in Arts Incubators

Essig

2015

SSRN Journal

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This research explores and deepens our understanding of an element of arts infrastructure in the United States: the arts incubator, an organizational form or programmatic initiative that exists at the intersection of artistic production, entrepreneurship, and public policy. The study is a qualitative cross-case analysis of four arts incubators of different types: Arlington Arts Incubator, Intersection for the Arts, Center for Cultural Innovation, and Mighty Tieton, situated within the context of the literature of arts incubators, business incubator evaluation, and a theoretical framework for understanding entrepreneurship in the US arts and culture sector.The research opens the black box of incubator operations to find that arts incubators create value for client artists and arts organizations both through direct service provision and indirect echo effects but that the provision of value to communities or systems is attenuated and largely undocumented. Arts incubators, like many small arts organizations, tend to look retrospectively at outputs rather than at the processes that convert inputs to tangible impacts, or means into ends. This is an issue not relegated only to the arts and culture sector; business incubators share some of these tendencies. Despite these issues, arts incubators remain a potentially impactful tool of cultural policy if their processes and activities align with their strategic goals and those processes and activities are assessed formatively and summatively.ii

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Section: Bergekk and Norman (2008) Observe This Shiftmentioning

confidence: 99%

Value Creation and Evaluation in Arts Incubators

Essig

2015

SSRN Journal

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Typology of Business Incubators in Spain According to the Stages of Startups Incubation

Asensio-Ciria,

De-Pablos-Heredero,

Blanco Jiménez

et al. 2024

Administrative Sciences

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The aim of this work was to classify the business incubators in Spain according to the four phases of the startup’s incubation process. Considering that the graduation rate implies greater survival and business success of the incubated companies, they have been identified at each stage of the incubation (spread of entrepreneurship, pre-incubation, advanced incubation, and graduation). The activities that present higher impacts on the success of the incubated companies and the activities carried out by the business incubator that have a greater relevance on the graduation of the companies have concretely been considered. Principal component (PC) cluster analysis has been applied. All the incubation variables were used simultaneously, reducing their number and grouping them into factors. Finally, the cases were grouped according to these latent variables. Principal component analysis reduced dimensionality to eight factors with a 74% explained variance. Factor 1 was positively related to pre-incubation variables; factor 2 was linked to training and collaboration variables within the entrepreneurship diffusion phase. Factor 3, named activity monitoring and control, was related to phase 3, or basic incubation variables. Cluster analysis facilitates the grouping of business incubators into three clusters: Group 1 (16% of the total), incubators with strong deficits in incubation phases 1, 2, and 3. They are small-sized business incubators, often located in rural areas or cities, with a low graduation rate. Group 2 (30%), business incubators with a very high graduation rate and strongly positive values in factors 1 and 2. Factor 3, although positive, is susceptible to improvement. They are the largest group of business incubators and usually located in industrial and technological parks. Group 3 (54%) is the majority, with values close to clusters 2 and 3.

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University-Industry Linkage Through Business Incubation

Caetano

Amaral

2019

The Role of Knowledge Transfer in Open Innovation

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This chapter focuses on the role played by business incubators in developing and facilitating knowledge transfer, networks, and business support to tenant firms through a sustainable ecosystem. The authors conduct an in-depth qualitative case-study of one tech-based business incubator in Portugal—IPN, created in 1991 by the University of Coimbra—to provide insight on how the incubator's direction/management board and a group of incubatees perceive incubation and its impact. Primary data was collected via participant observation/focus group involving the incubators' CEO and six team members. Semi-structured interviews were carried out among the CEOs and top managers from 11 companies supported by IPN whether as (1) incubates, (2) under acceleration, and (3) graduates. Results show a positive impact of incubation on internationalization and growth for incubatees and companies under acceleration. However, there is a need for new post-incubation follow-up mechanisms and a normative context promoting richer interactions with graduates.

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Analyzing a Successful Incubator Business Model: The Case of Barcelona Activa

Cited by 4 publications

References 47 publications

Value Creation and Evaluation in Arts Incubators

Value Creation and Evaluation in Arts Incubators

Typology of Business Incubators in Spain According to the Stages of Startups Incubation

University-Industry Linkage Through Business Incubation

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