“…When it comes to forces that influence the success of young ventures in the market and the impact on society and the environment, the startup‐team and its entrepreneurial orientation is a key factor (Dickel, 2018; Su et al, 2011). Based on these insights and the resource‐based view of the firm (Barney, 1991, 2001) and its extension to a dynamic capability perspective (Schilke et al, 2018; Teece et al, 1997), commonly used in entrepreneurship research with regard to venture internal factors that allow predictions about the growth and impact of young ventures (Horne & Fichter, 2022), we introduce the concept of transformative capacity of startups and define it as follows: The transformative capacity of a startup comprises the resources, competencies and entrepreneurial orientation of a venture team which enables it to contribute to sustainability transitions in the future by implementing transformational mechanisms .We argue that entrepreneurial orientation plays a critical role in realizing a startup's transformational capacity and translating its potential into real impacts on markets, society, and the natural environment, as it significantly increases the likelihood that a startup will remain on track with respect to its intended impacts. Entrepreneurial orientation (EO) has emerged as a major construct within management research over the past three decades, and it has become a widely accepted means of explaining the diversity in firm performance (Su et al, 2011).…”
Section: Theorymentioning
confidence: 99%
“…When it comes to forces that influence the success of young ventures in the market and the impact on society and the environment, the startup-team and its entrepreneurial orientation is a key factor (Dickel, 2018;Su et al, 2011). Based on these insights and the resource-based view of the firm (Barney, 1991(Barney, , 2001 and its extension to a dynamic capability perspective (Schilke et al, 2018;Teece et al, 1997), commonly used in entrepreneurship research with regard to venture internal factors that allow predictions about the growth and impact of young ventures (Horne & Fichter, 2022), we introduce the concept of transformative capacity of startups and define it as follows:…”
Section: Concepts Of Transformative Entrepreneurshipmentioning
For research as well as policymakers aiming at fostering multilevel transitions toward sustainability, there is a clear need to better understand the transformative role and relevance of startups as newcomers in the market. The existing typologies of sustainable entrepreneurship and green startups have been derived from theory and are conceptual or anecdotal in nature. The lack of validity and generalizability is a major research gap, as the existing typologies do not provide a sufficient basis for policy decisions on how to promote which type of entrepreneurship to effectively support specific transition policies. Against this backdrop, we investigate the research question: Does the transformation orientation differ among startups, and if so, how can they be clustered as basis for sustainability transition policy? Based on a sample of 1674 startups and cluster analysis, the paper makes three important contributions: First, we provide a differentiated perspective and empirical data on the transformation orientation of newcomers. Second, we provide an empirically founded taxonomy of the transformative orientation of startups and contribute to theory‐building of transformative entrepreneurship. Third, we test the assumption inherent in most existing frameworks that there exists a high‐potential subgroup of startups. Our results confirm the existence of a clearly distinguishable subgroup with a particularly high transformation orientation, which we label as “sustainability transformers.” In terms of transition strategies, policymakers can build on our findings to adjust public funds and support programs in favor of specific subgroups such as sustainability transformers.
“…When it comes to forces that influence the success of young ventures in the market and the impact on society and the environment, the startup‐team and its entrepreneurial orientation is a key factor (Dickel, 2018; Su et al, 2011). Based on these insights and the resource‐based view of the firm (Barney, 1991, 2001) and its extension to a dynamic capability perspective (Schilke et al, 2018; Teece et al, 1997), commonly used in entrepreneurship research with regard to venture internal factors that allow predictions about the growth and impact of young ventures (Horne & Fichter, 2022), we introduce the concept of transformative capacity of startups and define it as follows: The transformative capacity of a startup comprises the resources, competencies and entrepreneurial orientation of a venture team which enables it to contribute to sustainability transitions in the future by implementing transformational mechanisms .We argue that entrepreneurial orientation plays a critical role in realizing a startup's transformational capacity and translating its potential into real impacts on markets, society, and the natural environment, as it significantly increases the likelihood that a startup will remain on track with respect to its intended impacts. Entrepreneurial orientation (EO) has emerged as a major construct within management research over the past three decades, and it has become a widely accepted means of explaining the diversity in firm performance (Su et al, 2011).…”
Section: Theorymentioning
confidence: 99%
“…When it comes to forces that influence the success of young ventures in the market and the impact on society and the environment, the startup-team and its entrepreneurial orientation is a key factor (Dickel, 2018;Su et al, 2011). Based on these insights and the resource-based view of the firm (Barney, 1991(Barney, , 2001 and its extension to a dynamic capability perspective (Schilke et al, 2018;Teece et al, 1997), commonly used in entrepreneurship research with regard to venture internal factors that allow predictions about the growth and impact of young ventures (Horne & Fichter, 2022), we introduce the concept of transformative capacity of startups and define it as follows:…”
Section: Concepts Of Transformative Entrepreneurshipmentioning
For research as well as policymakers aiming at fostering multilevel transitions toward sustainability, there is a clear need to better understand the transformative role and relevance of startups as newcomers in the market. The existing typologies of sustainable entrepreneurship and green startups have been derived from theory and are conceptual or anecdotal in nature. The lack of validity and generalizability is a major research gap, as the existing typologies do not provide a sufficient basis for policy decisions on how to promote which type of entrepreneurship to effectively support specific transition policies. Against this backdrop, we investigate the research question: Does the transformation orientation differ among startups, and if so, how can they be clustered as basis for sustainability transition policy? Based on a sample of 1674 startups and cluster analysis, the paper makes three important contributions: First, we provide a differentiated perspective and empirical data on the transformation orientation of newcomers. Second, we provide an empirically founded taxonomy of the transformative orientation of startups and contribute to theory‐building of transformative entrepreneurship. Third, we test the assumption inherent in most existing frameworks that there exists a high‐potential subgroup of startups. Our results confirm the existence of a clearly distinguishable subgroup with a particularly high transformation orientation, which we label as “sustainability transformers.” In terms of transition strategies, policymakers can build on our findings to adjust public funds and support programs in favor of specific subgroups such as sustainability transformers.
“…Sustainability is some specifications that maintain or enhance the condition and availability of desired materials or equipment over the long run, considering social, environmental, and economic aspects (Hernández-Diaz et al, 2021;Trautwein, 2021;Ramos et al, 2021;Behravesh et al, 2022;Horne & Fichter, 2022). Based on empirical data from Chinese and New Zealand company partnerships, Chen et al (2021) investigate sustainability conflicts among businesses in business partnerships and how managers make sense of them.…”
This article discusses the value of sustainable oil maintenance by using submicron high-tech offline filtration based on oil condition monitoring to reduce wear particles and improve system reliability. These activities incorporate broader goals of establishing a proactive maintenance approach, defined as continuous monitoring and controlling of the root causes of machine failure. Among these causes, contamination is the industry's most severe, popular, and most recognized failure cause. In order to ensure all necessary proactive maintenance activities, this paper uses practical analysis for oil contamination monitoring based on ISO 4405. The author applied a 0.1-micron high-tech offline filtration for lubrication systems of ball mills in the Sungun copper mine as an oil maintenance activity to control the system lubrication contamination as a root cause of failures.
“…This allows them to tackle market opportunities in a more creative and disruptive manner (Unruh 2000;Schaltegger & Wagner 2011), especially in energy-intensive industries where technological lock-in tends to be particularly strong (Erickson et al 2015). Therefore, many scholars see a key role in new ventures to spark environmental innovations in order to accelerate the development and diffusion of clean technologies (Cohen & Winn 2007;Fichter & Clausen 2013;Horne & Fichter 2022).…”
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
