Entrepreneurial Growth Ambitions: The Case of Finnish Technology Startups

Wallin, Arto; Still, Kaisa; Henttonen, Katja

doi:10.22215/timreview/1023

Cited by 22 publications

(14 citation statements)

References 37 publications

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“…But we must first be willing to devote ourselves to our personal growth and development as leaders. With the proliferation of start-ups in the past few years (Pomerol, 2018;Wallin et al, 2018), the world is experiencing an interesting entrepreneurial revolution where entrepreneurs are adding a significant share to the economic growth of their nations (Kuratko, 2007). The creation and sustenance of a new start-up venture call for dedicated vision along with the art of leading and transforming that vision into a reality (Jensen & Luthans, 2006a;Ren et al, 2020;Zaech & Baldegger, 2017).…”

Section: Introductionmentioning

confidence: 99%

Authentic Leadership Fostering Creativity in Start-ups: Mediating Role of Work Engagement and Employee Task Proactivity

Sengupta

Sharma

Singh³

2020

Business Perspectives and Research

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This study investigates the effect of authentic leadership (AL) on employee creativity and the mediating role of work engagement (WE) and employee task proactivity (ETP) in the context of start-ups. Data collected from 300 leaders and 300 employees of Indian start-ups were analysed using structural equation modelling. The findings suggest that AL has direct and significant effects on creativity and the same is mediated by WE and ETP. For a start-up, it is essential that employees perceive their founders or leaders to have high moral perspective, clear sense of self-awareness and exhibit transparency in their behaviours with their followers. Such behaviours motivate the followers to invest soulfully in their work and do things in a proactive manner, which then leads to creativity. For any start-up to succeed, both a strong form of positive leadership and high levels of creativity from employees are required.

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Section: Introductionmentioning

confidence: 99%

Authentic Leadership Fostering Creativity in Start-ups: Mediating Role of Work Engagement and Employee Task Proactivity

Sengupta

Sharma

Singh³

2020

Business Perspectives and Research

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“…CSUs are sustainability focused, aiming for impact and transformation of the market and institutions (Cheshire et al, 2015; Zucchella & Urban, 2019). On the contrary, generic start‐ups are profit focused, aiming to generate maximum revenue and achieve commercial scaling (Picken, 2017; Wallin et al, 2016). However, both CSUs and start‐ups face highly uncertain business environments and possess high innovation potential (Camacho‐Otero et al, 2018; Chen et al, 2009; Planing, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Unlocking circular start‐ups: A model of barriers

Kasana,

Chavan,

Sedera

et al. 2023

Bus Strat Env

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The concept of circular economy (CE) has emerged as a viable way to achieving sustainable development. Small businesses and start‐ups play a significant role in economic progress, but they also contribute substantially to environmental degradation. In this inductive qualitative study, we conducted multiple interviews with 18 founders of circular start‐ups (CSUs) in Australia to explore and understand the challenges they encountered at different stages of their development and growth. Employing grounded theory, this study unveils barriers associated with distinct phases of the CSU development and growth, categorizing them into antecedent, beginner and growth barriers. The empirical analysis paints a detailed picture of both unique and common obstacles related to the distinctive and novel positioning of CSUs in promoting CE. This research also serves as a valuable foundation for aspiring CE entrepreneurs, practitioners, scholars and policymakers.

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“…Some examples are the widespread use of smartphones today to generate innovation in transactions, online sales, and traction, market validation, scalability and business growth. This form is different from digital entrepreneurship which refers to the use of the internet base in new products and services by the use of big data and artificial intelligence (Wallin et al, 2016;Tomczak & Brem, 2013). The latest forms of entrepreneurship form a new economic cluster called the creative economy as a concept in a new economic era whose main support is information and creativity where ideas and stock of knowledge from human resources are the main production factors in economic activity.…”

Section: Digital Entrepreneurship: Recent Developments and Critical Pointsmentioning

confidence: 99%

Adaptive Strategies of External Environmental Effects in Digital Entrepreneurship in the Strategic Management Perspective

Fauzi

Harits

Danial

et al. 2020

AJIS

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The rapid development of information technology and digitalization has formed a specification in the economic field, in the form of a digital creative economy. This economic cluster generally refers to entrepreneurship developed through the use of the internet and digital advancements to create business opportunities with excellence in the value of services and products. In strategic management, the development of technology that is widely adopted in company policy in improving service and product quality is an external element. In addition to having an extraordinary impact on consumption patterns, distribution and production, information technology is now able to become a fundamental instrument as the essence of creating value for products and services. This leads to a paradigm shift in the strategic management perspective, from the perception of technological externalities to internalities in value creation and policy making. This study seeks to identify shifts in the paradigm of the external environment of technology in contemporary business that develops ICT and the internet as the basis for digitalization and virtualization of exchanges of products, services and transactions between business actors. The results show that unlike conventional companies that respond to technological advances need technological advancements as an added value of their products and services, digital entrepreneurship uses technological advancements as a core part of product development and value creation. This study identifies important elements regarding adaptive strategies of external environmental effects in digital entrepreneurship. The results show that the shift in technological externalities to integrated digital entrepreneurship is capable of digitizing the creation of values and opportunities and operating digital-based businesses.

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Entrepreneurial Growth Ambitions: The Case of Finnish Technology Startups

Cited by 22 publications

References 37 publications

Authentic Leadership Fostering Creativity in Start-ups: Mediating Role of Work Engagement and Employee Task Proactivity

Authentic Leadership Fostering Creativity in Start-ups: Mediating Role of Work Engagement and Employee Task Proactivity

Unlocking circular start‐ups: A model of barriers

Adaptive Strategies of External Environmental Effects in Digital Entrepreneurship in the Strategic Management Perspective

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