Entrepreneurial Strategies and Factors Stimulate the Business of Tech Startups

Abstract

Enterprising a startup business is depending on personal experiences of investors and their social relationships with all stockholders. Startup entrepreneurs are typically involved in the qualitative evaluations of their business counterparts operating in the market. However, startup entrepreneurs shall look at what caused them to fail in their ventures, they examine the reasons for their failures, and finally, entrepreneurs develop a culture of strategic thinking for getting success in the business. In this context, this paper examined the entrepreneurial strategies of tech startups and deliberated the factors that stimulate the growth of a tech startup business in India. However, initiatives of the government to promote tech startups in India also exposed in this paper.

Intrinsic alignment with strategy as a source of business sustainability in SMEs

“…According to the scientific literature according to Finoti, Toaldo, Schwarzbach, and Marchetti (2019); Kiseleva, Sadovnikova, Karmanov, Kuznetsov, and Gasparian (2019); Muramalla and Al-Hazza (2019) agree that business strategies are a set of actions argued in terms of business objectives, supported by three fundamental elements: The diagnosis (What is happening here? ); policies that guide; and coherent actions.…”

Conceptual foundations of entrepreneurial strategy: A systematic literature review

“…The range of studies is large so that the variables represented in the studies on interconnections will be derived, among others, from: a) culture versus innovation (Sayan & Dinesh, 2012); b) imitation versus innovation (Ching, 2013); c) orientation versus entrepreneurial behaviour of an entrepreneur (Kemepade Moruku, 2013); d) guidance versus entrepreneurial business performance; e) entrepreneurial education versus strategic decision making (Sonfield & Lussier, 2014); f) intellectual capital and new businesses versus competitive advantages (Anwar, Zaman Khan, & Khan, 2018); g) control versus running in uncertain scenarios (Ching, Gans, & Stern, 2019). With regards to measurement referring to entrepreneurial strategies they will be on the impact of: a) manufacturing work (Stites 1985); b) on business performance (Gao, Ge, Lang, & Xu, 2018); c) on the emergence of new businesses and new enterprises (Muramalla & Al-Hazza, 2019); on innovation in companies with constrained resources (Kim & Boh, 2017). Finally, the interaction between entrepreneurial strategies and some context variables is quantitatively studied (Gupta, Moral, & Yang, 2018;Hietaniemi & Peltonen;Khan, Li, Safdar, & Khan, 2019;Jia, Wang, Zhao, & Yu, 2014;Xiao, 2015;Zhang, 2017).…”

Management accounting tools for failure prevention and risk management in the context of Indian innovative start-ups: a contingency theory approach

“…Entrepreneurial ventures such as start-ups have a high failure rate (Anagnou et al , 2019; Cassar, 2014; Cardon et al , 2011), especially during their nascent stage (Honig and Karlsson, 2004). In the Indian context, around 90% of start-ups are known to fail during their first year (Muramalla and Al-Hazza, 2019; Vaidyanathan, 2016). As the focus in this paper is on ISs, we undertook an SLR on their failure.…”

“…All these publications are from the year 2003 onwards, with 20 publications in/after 2020. A review of these publications reveals the following majority of the research is in the context of European countries and there is only one study about the failure of Indian Tech start-ups (Muramalla and Al-Hazza, 2019). The reasons/factors for failure as mentioned in these works, along with the country where the study was undertaken, are tabulated in Table 1.…”