Coopetition within the entrepreneurial ecosystem: startups’ entrepreneurial learning processes and their implications for new venture performance

Yang, Junping; Zhang, Mengjie

doi:10.1108/jbim-02-2021-0112

Cited by 14 publications

(6 citation statements)

References 184 publications

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“…Agreeing with the perception that entrepreneurs' experience is trans formed into knowledge (Nogueira, 2019), which is later transformed into active experimentation (Fust et al, 2017), it was identified that previous professional experience (cases: A, B, C, D, G, and H), previous experience in another enterprise (cases: A and E), and technical/operational knowledge of the sector (case: H) also enabled the adoption of potential innovations (Yang & Zhang, 2021).…”

Section: Experiential Entrepreneurial Learning and Innovationmentioning

confidence: 98%

Entrepreneurial learning for innovation: A multiple case study

Lopes,

Teixeira

2024

RAM, Rev. Adm. Mackenzie

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Purpose: The contributions of individuals in the innovative process and the way they learn are crucial. However, the various entrepreneurial learning modes are neglected in discussions about innovation. That said, innovation is considered to emerge from continuous learning processes and the accumulation and development of knowledge from relationships, experiences, skills, and information. Thus, this work aims to identify how small business entrepreneurs adopt the different learning modes in their innovation actions. Originality/value: The academic contribution of this research is to present initial steps regarding entrepreneurial learning modes in conjunction with innovation. On the other hand, the practical contribution refers to understanding the different forms of learning that can be considered for innovation, which the study will provide to small business entrepreneurs. Design/methodology/approach: The research strategy adopted was multiple case studies and content and cross-case analysis techniques were used for data analysis. Findings: Research results show that experiential, through networks, formal, and vicarious learning are important modes to help entrepreneurs achieve market distinction through innovative solutions. Thus, the knowledge accumulation provided by the different learning modes studied resulted in implementing various innovation actions, mainly in services, in the companies participating in the study.

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Section: Experiential Entrepreneurial Learning and Innovationmentioning

confidence: 98%

Entrepreneurial learning for innovation: A multiple case study

Lopes,

Teixeira

2024

RAM, Rev. Adm. Mackenzie

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“…Given their typically small scale, limited resources, and legitimacy, digital healthcare ventures face significant challenges in the competitive healthcare service industry of the digital era ( 53 ). By adopting the coopetition strategy, actors in the value network collaborate to explore the market, participate in market competition, improve market competitiveness, and promote enterprise development ( 26 , 66 ). On the one hand, digital healthcare ventures engage in horizontal coopetition to achieve growth.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…However, previous studies have not identified whether and how coopetition contributes to growth performance in digital healthcare ventures ( 23 – 25 ). Therefore, addressing this gap is crucial for understanding how coopetition can better support these ventures in achieving enhanced growth performance ( 26 ).…”

Section: Introductionmentioning

confidence: 99%

Coopetition, exploration and exploitation capabilities, and growth performance in digital healthcare ventures

Liu,

Bai,

Leng

et al. 2024

Front. Public Health

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IntroductionStudies focusing on coopetition and dynamic capabilities have expanded significantly over the past several decades. Coopetition strategy and dynamic capabilities are increasingly recognised as sources of sustained competitive advantage. The purpose of this paper is to provide a better understanding of the factors driving growth performance in digital healthcare ventures by examining the role of coopetition, exploration and exploitation capabilities, and environmental uncertainty. While numerous studies have examined the competitive advantage of coopetition, its specific contribution to the growth of ventures in the digital realm remains less explored. Clarifying the strategic role of coopetition in driving growth performance is critical for delineating the intricate relationship between coopetition and growth performance, particularly in the context of digital healthcare ventures. To fill in this research gap, this study uses coopetition theory and dynamic capabilities theory to look at how exploration and exploitation capabilities, as well as environmental uncertainty, affect the relationship between coopetition and growth performance in digital healthcare ventures.MethodsWe collected a total of 338 questionnaires from Chinese digital healthcare ventures between March 2023 and August 2023. We conducted data analysis using SPSS 26.0 and its macro-program PROCESS.ResultsOur results confirm that coopetition has a positive effect on growth performance in digital healthcare ventures. Furthermore, exploration and exploitation capabilities fully mediate the relationship between coopetition and growth performance. Moreover, environmental uncertainty significantly and distinctively moderates the impact of exploration and exploitation capabilities on growth performance.DiscussionThis study contributes to the existing literature by providing deeper insight into the relationship between coopetition and growth performance in digital healthcare ventures. It also offers important practical implications for public health improvement and socio-economic development.

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“…Yang et al explored how coopetition between firms affect the entrepreneurial learning and performance of start-ups. The authors found that the coopetition–performance relationship of start-ups is marginally negative but exploitative and exploratory learning strategies, aimed to enhance core competences of teams, positively support this relationship and the innovative performance of start-up (Yang and Zhang, 2021). Numerous studies developed methods and framework at the aim to assess innovative performance, organizational climate, knowledge management and sharing in start-ups.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Source of funding and specialized competences: the impact on the innovative performance of start-ups

Errico

Petruzzelli

Panniello

et al. 2023

JKM

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Purpose This paper aims to explore the effects of two drivers, namely, the received fundings and its interaction with the specialized competences owned by the managerial board, on the R&D activities performed by start-ups. Design/methodology/approach This paper tests hypotheses on a sample of 405 innovative start-ups established in Italy and registered into the Chamber of Commerce official database. This study uses the R&D expenses as a measure of the innovative performance of start-up, and the authors also collected the number and total amount of grants received by them and the presence of high qualified team in their management board. Findings The analysis reveals that both the number and total amount of grants received by start-ups positively impact the innovative performance. The same is for the integration of the total amount of grants with the presence of high qualified team in the management board. Research limitations/implications This study did not distinguish between different types of grants adopted by start-ups, while it would be interesting to study whether any difference does exist among them in terms of their influence on innovative performance. Also, this paper considers the total number of specialized people in the team while it would certainly be interesting to analyze people’s background and competences in relation to the innovative performances. Practical implications This paper allows us to offer some provisional conclusions such as having funds in the preliminary phase of start-up life cycle, and investments mainly for R&D expenses. The start-up must also leverage its skills and therefore it is necessary to invest in human capital. Social implications Findings suggest that policymakers should introduce integrated measures to support start-ups throughout the entire life cycle, from the creation of the idea to incubation up to industrial consolidation. Originality/value This paper focuses on the determinants of start-up innovative performance because both external (such as political, economic, social and technological) and internal (such as organizational) influencing factors have to be considered as crucial for start-ups innovation and growth. Finally, this study is one of the few attempts exploring the phenomenon by using an empirical methodology based on real and certificated data.

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Coopetition within the entrepreneurial ecosystem: startups’ entrepreneurial learning processes and their implications for new venture performance

Cited by 14 publications

References 184 publications

Entrepreneurial learning for innovation: A multiple case study

Entrepreneurial learning for innovation: A multiple case study

Coopetition, exploration and exploitation capabilities, and growth performance in digital healthcare ventures

Source of funding and specialized competences: the impact on the innovative performance of start-ups

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