Size Really Matters—New Insights for Start-ups’ Survival

Raz, Ornit; Gloor, Peter A.

doi:10.1287/mnsc.1060.0609

Cited by 85 publications

(88 citation statements)

References 28 publications

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“…Raz and Gloor, 2007), agglomeration diseconomies, especially relatively high land/lease prices, may explain the differences in location choices between small and large firms.…”

Section: Discussionmentioning

confidence: 99%

Spatial concentration and location dynamics in logistics: the case of a Dutch province

Heuvel¹,

Langen²,

Donselaar³

et al. 2013

Journal of Transport Geography

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“…Raz and Gloor, 2007), agglomeration diseconomies, especially relatively high land/lease prices, may explain the differences in location choices between small and large firms.…”

Section: Discussionmentioning

confidence: 99%

Spatial concentration and location dynamics in logistics: the case of a Dutch province

Heuvel¹,

Langen²,

Donselaar³

et al. 2013

Journal of Transport Geography

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“…For example, authors such as Levi et al (1954) conclude on the one hand that increasing centralization of group leaders improves the performance of the groups. In their analyses, Raz and Gloor (2007), Cross and Cummings (2004), and Balkundi and Harrison (2006) also conclude that teams that occupy a central position within the inter-group network, or which are led by a group manager with a central position in the intra-group network, perform better. The results of these studies could be theoretically explained by the fact that more centralization in the inter-group network provides access to relevant resources.…”

Section: State Of the Art Of Research And The Approachmentioning

confidence: 97%

“…For a number of years, it has demonstrated its usefulness in a business context (Borgatti and Foster 2003;Cross and Parker 2004;Cross et al 2002;Müller and Gronau 2007). Work on this topic focused on the effect of network structures on the performance of the individual (e. g. Ahuja et al 2003;Bulkley and Van Alstyne 2006;Cross and Cummings 2004;Gloor et al 2008;Mehra et al 2001;Moran 2005;Sparrowe et al 2001), groups (Balkundi and Harrison 2006;Brass 1981;Mayo and Pastor 2005;Reagans and Zuckerman 2001;Sparrowe et al 2001) and organizations (Ahuja 2000;Podolny and Baron 1997;Powell et al 1996;Raz and Gloor 2007;Uzzi 1996).…”

Section: State Of the Art Of Research And The Approachmentioning

confidence: 99%

Analysis of Informal Communication Networks – A Case Study

Fischbach

Gloor

Schoder

2008

Bus. Inf. Syst. Eng.

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It is becoming more and more important for knowledge workers to increase their productivity. However, there is a general lack of (semi-)automated, IT-supported data collection and evaluation approaches that allow insights into the processes and structures of an enterprise's internal networks and the activities of its knowledge workers. The article presents a prototype of an IT-supported instrument ("Social Badges") that supports automatic collection of informal, personal interaction between (knowledge) workers within an enterprise. The authors' aim is to introduce a novel approach which improves data quality over legacy methods. The approach uses Social Network Analysis (SNA) to make it easier for executives to analyze and manage informal communications networks. Its practical applicability is demonstrated by a case study. IntroductionIf the formal organization is the skeleton of a company, the informal is the central nervous system driving the collective thought processes, actions, and reactions of its business units.( Krackhardt and Hanson 1993, p. 104) Both the volume and importance of knowledge workers are growing as industrialized countries go through structural changes towards service-oriented societies (Albach 1999;Drucker 1999;Davenport 2005). According to Apte and Nath (2007), knowledge workers already account for 70 % of the labor force in the USA and for more than 60 % of its added value. Despite the importance of knowledgeintensive work, little is known about how to improve it compared to manual work processes. This is because the work performed by knowledge workers is complex and hard to measure (Aral et al. 2006; Mangelsdorf 2008; Ramírez and Nembhard 2004). It can be assumed that the way information is exchanged and distributed will have an influence on the relative productivity of groups and actors (Aral et al. 2006;Cross et al. 2003). The modern enterprise's productivity, efficiency and the ability to innovate thus all require an efficient structure and culture with respect to the exchange of knowledge between employees ( Knowledge is mainly exchange via informal, social communication networks whose structures often differ greatly from the enterprise's organizational structure and workflows (Krackhardt and Hanson 1993). At the same time, these structures have a decisive influence on the ability of employees, workgroups and the whole enterprise to deliver superior performance as they determine how quickly information can be propagated across a network, or whether stake holding employees will be able to contact each other (Cross and Parker 2004). In this context Cross et al. (2003, p. 8) emphasize that "one of the most consistent findings in the social science literature is that whom you know often has a great deal to do with what you come to know".Within this context the management of informal communication networks between enterprise staff becomes strategically significant (Davenport and Prusak 1998;Cross et al. 2003;Berglind and Scales 1987). Knowledge management focuses on those parts o...

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“…al. 2008;Mehra et al 2001;Moran 2005;Sparrowe et al 2001), groups (Balkundi and Harrison 2006;Brass 1981;Mayo and Pastor 2005;Reagans and Zuckerman 2001;Sparrowe et al 2001) and organizations (Ahuja 2000;Podolny and Barron 1997;Powell et al 1996;Raz and Gloor 2007;Uzzi 1996).…”

Section: Motivation and Hypothesesmentioning

confidence: 99%

“…Whether it is software startups in Israel (Raz & Gloor 2007), biotech entrepreneurs in Canada (Baum et. al 2000) or Boston (Allen et.…”

Section: Introductionmentioning

confidence: 99%

The Power of Alumni Networks - Success of Startup Companies Correlates with Online Social Network Structure of its Founders

et al. 2010

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In this paper we analyze the success of startups in Germany by looking at the social network structure of their founders on the German-language business-networking site XING. We address two related research questions. First we examine university-wide networks, constructing alumni networks of 12 German universities, with the goal of identifying the most successful founder networks among the 12 universities. Second, we also look at individual actor network structure, to find the social network attributes of the most successful founders.We automatically collected the publicly accessible portion of XING, filtering people by attributes indicative of their university, and roles as founders, entrepreneurs, and CEOs. We identified 51,976 alumni, out of which 14,854 have entrepreneurship attributes. We also manually evaluated the financial success of a subsample of 80 entrepreneurs for each university.We found that universities, which are more central in the German university network, provide a better environment for students to found more and more successful startups. University networks whose alumni have a stronger "old-boys-network", i.e. a larger share of their links with other alumni of their alma mater, are more successful as founders of startups. On the individual level the same holds true: the more links founders have with alumni of their university, the more successful their startup is. Finally, the absolute amount of networking matters, i.e. the more links entrepreneurs have, and the higher their betweenness in the online network of university alumni, the more successful they are.

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Size Really Matters—New Insights for Start-ups’ Survival

Cited by 85 publications

References 28 publications

Spatial concentration and location dynamics in logistics: the case of a Dutch province

Spatial concentration and location dynamics in logistics: the case of a Dutch province

Analysis of Informal Communication Networks – A Case Study

The Power of Alumni Networks - Success of Startup Companies Correlates with Online Social Network Structure of its Founders

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