New-Born Startups Performance: Influences of Resources and Entrepreneurial Team Experiences

Ye, Qian

doi:10.5539/ibr.v11n2p1

Cited by 12 publications

(6 citation statements)

References 37 publications

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“…For each stage, according to the interviews, some key aspects characterizing the startup life cycle were synthesized (e.g., organizational resources, startupper competences, key entrepreneurial ecosystem actors, milestones, etc.) [63]. Figure 2 In general, it is possible to underline that digital technologies represented for all the interviewed startups critical resources for their birth and development.…”

Section: Discussionmentioning

confidence: 92%

Evolution of Collaborative Networks Supporting Startup Sustainability: Evidences from Digital Firms

et al. 2020

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The aim of this paper is to investigate whether startup evolution can be conceptualized in a life cycle model intended as an unpredictable sequence of stages, where startups need to find actors with whom to collaborate to acquire knowledge and resources supporting the effectiveness and the sustainability of their mission. The creation and implementation of collaborative networks is observed through the lens of the holistic approach to the entrepreneurial ecosystem, whose purpose is to build “bridges” between different actors through the creation of communities of best practices or entrepreneurial networks. The creation of a specific ecosystem is suggested to ease the new digital entrepreneurship generation toward acquiring an appropriate level of knowledge, skills, financial facilitations, and entrepreneurial culture. Following a multiple case study analysis based on nine successful Italian digital firms, the empirical evidence seems to confirm that firms collaborate with different actors in different stages, as knowledge and resource networks play a critical role in sustaining the evolution and success of new firms.

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Section: Discussionmentioning

confidence: 92%

Evolution of Collaborative Networks Supporting Startup Sustainability: Evidences from Digital Firms

et al. 2020

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“…Although RBV has been applied across different organizational levels, the use of RBV in start-up studies has been gaining pace [29][30][31]. Given the resource limitations that often plague start-up firms, the RBV has been considered a useful framework for analyzing their resources that may offer them some competitive advantage [32]. The application of RBV in entrepreneurial firms has solely focused extensively on strategic positioning, economic growth, and internationalization of operations [33].…”

Section: The Resource-based View (Rbv) Frameworkmentioning

confidence: 99%

Impact of ICTs on Innovation and Performance of Firms: Do Start-ups, Regional Proximity and Skills Matter?

et al. 2022

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Managers need to better understand how information and communication technologies (ICTs) lead to informed decisions about the investment and advantages of such technologies. However, at best, the empirical evidence on the business value of technology is mixed in relation to small firms. A total of 43 firms satisfied the study’s definition of start-ups. The final survey included 54 questions on access to and use of ICTs, innovation, firm characteristics, as well as the participants’ demographics, of which 11 factors were analyzed as part of this study. We found compelling evidence to support the positive effects of ICTs on firm-level innovation and performance based on the primary survey data of 270 small and medium enterprises (SMEs) operating in an Australian regional area. Moreover, we found that ICT strategies and skills are important factors that drive innovation and the overall performance of SMEs. In addition, various conditions, such as an agile workplace culture and international trade, can help firms improve their performance. Young businesses, particularly start-ups with ICT skills, show an improved innovation capability. However, remoteness appears to influence innovation negatively for nascent firms. Thus, managers should focus on improving ICT skills, strategies, and networking that help facilitate tangible ICT investments to foster innovation and growth.

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“…Likewise, funding was also found to be essential for the firm in executing business strategies. This is relevant to Ye (2018), who confirmed that financial resources are positively associated with firm profitability only when the firm exhibits strong entrepreneurial capabilities within the team in the context of startups.…”

Section: Discussionmentioning

confidence: 80%

A paradigm shift in financial landscape: encouraging collaboration and innovation among Indonesian FinTech lending players

Utami¹,

Ekaputra

2021

JSTPM

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Purpose This paper aims to examine about the nature and strategy of current competitive dynamics by FinTech lending Indonesia players. Design/methodology/approach This paper uses both primary and secondary data. Interviews of several executives of a FinTech lending firm are done to gain direct insight of how the firms strategize their business operation. On the other hand, secondary data from internet search (e.g., OJK’s Website, FinTech Lending firm’s websites) are used to grasp the overview of the industrial landscape. Findings The study confirms that differentiation, collaboration, compliance and strong internal resources (e.g. team and funding) are the most pivotal elements for FinTech lending success. The study also confirmed the FinTech lending industrial landscape as an emerging and fragmented industry. Research limitations/implications This paper offers an original and detailed solution about how the FinTech lending company strategies may survive in a dynamic competition. The paper also shows the industrial analysis of the FinTech lending industry, which is rarely discussed in previous research. However, this study only focused on the lending sub-sector of FinTech, and the sample for primary data is highly limited (only three interviews). Practical implications This paper proposes a strategy that can be conducted by FinTech lending companies to achieve their business goals, including business growth, profits and improve financial inclusion in Indonesia. This perspective can act as a means to create practical modus operandi for policymakers and practitioners, especially FinTech lending companies in Indonesia. Originality/value This paper offers an original and detailed solution about how the FinTech lending company strategies may survive in adynamic competition. This study also provides a theoretical framework for use in further empirical research into the process of resource mobilization from FinTech lending Indonesia companies.

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New-Born Startups Performance: Influences of Resources and Entrepreneurial Team Experiences

Cited by 12 publications

References 37 publications

Evolution of Collaborative Networks Supporting Startup Sustainability: Evidences from Digital Firms

Evolution of Collaborative Networks Supporting Startup Sustainability: Evidences from Digital Firms

Impact of ICTs on Innovation and Performance of Firms: Do Start-ups, Regional Proximity and Skills Matter?

A paradigm shift in financial landscape: encouraging collaboration and innovation among Indonesian FinTech lending players

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