Conceptualizing Innovation in Born-Global Firms

Zijdemans, Erik; Tanev, Stoyan

doi:10.22215/timreview/826

Cited by 17 publications

(11 citation statements)

References 26 publications

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“…Therefore, in summary, the study established a positive relationship between lean start-up and youths' entrepreneurial intentions. The result of this study agrees with previous researches that lean start-up has significant effect on enterprise performance (Erkinheimo et al, 2015;Kumar et al, 2013;Nientied, 2015;Ries, 2011;York and Danes, 2014;Zijdemans and Tanev, 2014). For example, lean start-up had positive effect on organisational development through waste elimination (Nientied, 2015), and on enterprise innovation process through online social network supports (Ries, 2011;Zijdemans and Tanev, 2014).…”

Section: Discussionsupporting

confidence: 90%

“…Though it became popular with its initial application in the technology sector, lean start-up is now widely applied in other sectors of the economy (Blank, 2013;Nientied, 2015;Ries, 2011) and has equally attracted attention from the business world and the academia (Nientied, 2015). Lean start-up presupposes that new firms be innovative and have online exposure concurrently (Zijdemans and Tanev, 2014).…”

Section: Lean Start-up: Theoretical Foundationmentioning

confidence: 99%

“…It is a novel way of organising business development (Erkinheimo et al, 2015). Quick response to customers' demands in terms of product adjustment in order to avoid failure risk is the key to the success of lean startup (Blank, 2013;Zijdemans and Tanev, 2014).…”

Section: Lean Start-up: Theoretical Foundationmentioning

confidence: 99%

“…Also, most of the previous studies on lean start-up used literature review approach to draw conclusions (e.g. Erkinheimo et al, 2015;Nirwan and Dhewanto, 2015;Zijdemans and Tanev, 2014). Again, studies have concluded that work environment or organisational climate such as task characteristics, work processes and infrastructure have profound influence on employee's behavioural intentions (Akintayo, 2012;Baeza et al, 2009;Chukwunenye and Igboke, 2011;Ekpe et al, 2017;Srivastava, 2008) yet no known study has measured its effect on youth's entrepreneurial intentions.…”

Section: Introductionmentioning

confidence: 99%

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Lean start-up awareness and effect on entrepreneurial intentions among Malaysian youths

Ekpe

Mat

Yaacob

et al. 2018

IJMIE

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In an attempt to develop greater interest in enterprise start-up, this study examines the level of awareness of lean start-up model and its effect on entrepreneurial intentions among Malaysian youths. In this study, we argue that greater entrepreneurial interest could be ignited in the youths if lean start-up model is applied in teaching and learning. Using a survey, data were collected from 191 university students at three universities in Malaysia peninsula. These data were analysed with descriptive statistics and regression methods. We found that majority of the students were not aware of lean start-up model. Our research also established a significant positive effect of lean start-up on entrepreneurial intentions among Malaysian youths. We recommend that the government and university authorities should draft appropriate strategies (e.g. inclusion in syllabus) that will engender greater awareness and adoption of lean start-up, especially among students and lecturers, for enterprise creation in the country.

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Section: Discussionsupporting

confidence: 90%

Section: Lean Start-up: Theoretical Foundationmentioning

confidence: 99%

Section: Lean Start-up: Theoretical Foundationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Lean start-up awareness and effect on entrepreneurial intentions among Malaysian youths

Ekpe

Mat

Yaacob

et al. 2018

IJMIE

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“…An important part of the Lean Start-up Approach is for entrepreneurs to get direct feedback from potential customers or key informants in the value chain, as opposed to traditional means of desktop research or market research surveys. Part of this comes from using networks to 'co-create' new products or services (Zijdemans and Tanev 2014). Rae (2012) suggests that entrepreneurs who learn how to validate assumptions by reaching out to wider network and gaining feedback from key stakeholders in order to validate the hypothesis and assumptions (e.g.…”

Section: Social Capital and The Development Of 'Know-who': The Missinmentioning

confidence: 99%

Beyond ‘know-what’ and ‘know-how’ to ‘know-who’: enhancing human capital with social capital in an Australian start-up accelerator

Seet

Jones

Oppelaar

et al. 2018

Asia Pacific Business Review

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Beyond 'Know-What' and 'Know-How' to 'Know-Who'-Enhancing Human Capital with Social Capital in an Australian Start-up Accelerator This study investigates the enhancement of human capital with social capital in a start-up accelerator and how this integration affects the entrepreneurial learning experience. In particular, it examines the relative importance of the three components 'know-what', 'know-how' and 'know-who'. The study involved thematic analysis of semi-structured interviews with participants in an Australian start-up accelerator that is delivered using ideas such as Design Thinking, the Business Model Canvas and Lean Start-up methodology. We find that although the programme emphasised 'know-what' and 'know-how', 'know-who' was most significant for participant learning. The results indicate that mentors and experts were especially helpful in shaping learning and in developing entrepreneurial networks. Moreover, our results show that the processes of 'know-what', 'knowhow' and 'know-who' are interrelatedby knowing 'who', participants learnt 'what' and 'how to' through social learning. The research contributes to entrepreneurial learning theory and application particularly in the Asia Pacific context, by providing evidence that 'know-who' closes the learning loop for 'know-what' and 'know-how' as 'know-who' can actually provide entrepreneurs with the means to enhance their entrepreneurial self-efficacy.

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Incidence of cultural, economic, and environmental factors in the emergence of born‐global companies in Latin America

Prieto-Sánchez

Lucas

2021

Global Strategy Journal

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Research Summary This paper examines the effect of key cultural and economic factors on the emergence of born‐global (BG) companies. Such factors include the intentions and the growth aspirations of the entrepreneur, as well as the country's characteristics in terms of its income per capita and the complexity of its economic system. The analysis also highlights how the environment affects the importance of the aspirations to be BG. Our work expands the literature on BGs in Latin America by analyzing macroeconomic aspects and specific features of the entrepreneur and the environment as possible determinants of BG character. The results reveal that the entrepreneur's intentions and aspirations, along with environmental factors and the economic growth in Latin America, contribute to a firm's probability of becoming a BG company. Managerial Summary Firms that internationalize at an early stage of their life are known as born‐global (BG) companies. We analyze the influence that the key cultural factors of a company have on the creation of BG companies. Such factors include the entrepreneur's intentions and growth aspirations, in addition to various economic and environmental factors. The findings show that individual factors, in combination with economic growth, play a more important role than those factors related to the entrepreneur's innovativeness and the level of knowledge intensity associated with a country's export basket.

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Conceptualizing Innovation in Born-Global Firms

Cited by 17 publications

References 26 publications

Lean start-up awareness and effect on entrepreneurial intentions among Malaysian youths

Lean start-up awareness and effect on entrepreneurial intentions among Malaysian youths

Beyond ‘know-what’ and ‘know-how’ to ‘know-who’: enhancing human capital with social capital in an Australian start-up accelerator

Incidence of cultural, economic, and environmental factors in the emergence of born‐global companies in Latin America

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