Science, business, and innovation: understanding networks in technology‐based incubators

Abstract

This study investigates the formation of networks in a major Canadian technology-based incubator. Technology-based incubators have spread around the world as a tool to accelerate the growth and survival of high-tech companies. One of the central features of incubators is the provision of networking opportunities for tenants to establish collaborative relationships with other organizations. Using a qualitative methodology, this study seeks to better conceptualize the interplay between the networking strategies of high-tech firms and the environment of incubators. This study reveals that far from an undifferentiated phenomenon, different kinds of networks are created in a high-tech incubator environment. Factors that enable and constrain such networks are identified. This study points to the variegated nature of networks, suggesting that greater attention is needed to the conceptualization of inter-organizational interactions in technology-based incubators. bs_bs_banner R&D Management 42, 3, 2012.

How network-based incubation helps start-up performance: a systematic review against the background of management theories

“…Mainly through qualitative research, the network-based incubation literature describes the practices through which these resources and capabilities are transferred to the start-up (Hansen et al 2000;Rothschild and Darr 2005;Sá and Lee 2012;Scillitoe and Chakrabarti 2010;Soetanto and Jack 2013). Firstly, the incubation organisation provides all incubated start-ups with a general network and credibility (Bøllingtoft and Ulhøi 2005;Sá and Lee 2012;Schwartz and Hornych 2008).…”

“…The network is measured both metaphorically (six articles) and analytically (six articles)-metaphorically by, for example, qualitatively distinguishing between advisory networks and funding networks (Sá and Lee 2012) and analytically by, for example, measuring the existence of direct and indirect ties with suppliers and customers (Ebbers 2013). Network-based incubation affects the social capital of the start-up along the three dimensions introduced in the previous section.…”

“…Network-based incubation fosters a trusting, interactive and sharing culture, inducing strong ties among start-ups (Bøllingtoft and Ulhøi 2005;Sá and Lee 2012;Tötterman and Sten 2005) and between the start-up and the incubator manager (Fang et al 2010;Scillitoe and Chakrabarti 2010). Besides these strong ties, network-based incubation helps start-ups develop weak ties.…”

“…Exploitative learning takes place mainly as a result of the interaction between start-ups and the incubator manager, and provides knowledge and solutions that are usually in line with the start-ups' business activities and assumptions. Start-ups are inclined to rely strongly on exploitative learning because it is safe and efficient (Hughes et al 2007;Sá and Lee 2012). However, focusing too much on exploitation leads to a performance decrease (Hughes et al 2007).…”

“…nodes) of the start-up network. These are universities (Mian 1996;Rothaermel and Thursby 2005a), incubator managers (Rice 2002;Tsai et al 2009), consultants (Tötterman and Sten 2005), financiers (Sá and Lee 2012) and other start-ups (Schwartz and Hornych 2008).…”