The role of start-up incubators in cooperation networks from the perspective of resource dependence and interlocking directorates

Abstract

Purpose Based on resource dependence theory and the concept of interlocking directorates, the purpose of this paper is to understand the importance of networks for start-ups and the role incubators play in these companies’ networking processes. Design/methodology/approach The research was conducted through semi-structured interviews with the entrepreneurs responsible for three start-ups and the heads of their incubators. The interview data were subjected to content analysis using NVivo software. Findings The results indicate that start-ups often resort to networks to overcome their weak reputations and scarce resources. Incubators play a quite important role in this process since they promote events that encourage the creation of partnerships and networks either between start-ups within the same incubator or with external institutions. In addition, the results reveal that most cooperation networks are informal and that they fulfil needs that start-ups are not yet able to meet themselves, for example, when they compete for public tenders. Practical implications The present study explored this topic from two perspectives (i.e. start-ups and incubators). This approach facilitated the identification of the main features upon which start-ups depend, the entities to which these companies turn for help, the kind of communication in which they usually engage, the primary advantages of establishing cooperation networks and the main types of support given by incubators. Originality/value Most studies of cooperation networks are based on transaction cost economics, a resource-based perspective and/or institutional theory. In contrast, this study innovated by applying resource dependence theory and the concept of interlocking directorates, which provided an alternative explanation regarding cooperation networks’ importance to start-ups and incubators’ roles in these companies’ networking processes.

Internal and external networks, and incubatees’ performance in dynamic environments: entrepreneurial learning’s mediating effect

“…Currently, the development of BIs remains in a consolidation period (Diez-Vial and Montoro-Sanchez 2017). BIs are not only focusing increasingly on the development of networks and networking capabilities but also committing to developing powerful business and social networks that bring value to the incubatees in the form of intelligence and material resources (Cooper et al 2012;Galvão et al 2019). Scholars agree that networking has a significant role for incubatees, and they are increasingly interested in the networks' importance to incubatees' survival and growth (e.g., Hayter 2013;Rasmussen et al 2015).…”

Situated learning in a business incubator: Encouraging students to become real entrepreneurs

“…As businesses exit the incubator, then the focus of the management team switches to building a scalable business model (DeSantola and Gulati, 2017). Galvão et al (2019) also focus on networks in their study of entrepreneurs based in Portuguese incubators. IMs provided formal links to external institutions, which supplemented the entrepreneurs’ informal social networks.…”

“…IMs provided formal links to external institutions, which supplemented the entrepreneurs’ informal social networks. These more strategic networks, initiated by IMs, enabled entrepreneurs to access to external funding and knowledge as well as gaining experience of negotiating with weak ties (Galvão et al, 2019; Sullivan et al, 2020).…”

“…Many recent studies identify the central role of the manager and management team as key to successful business incubation (Galvão et al, 2019; Mian, 2014; Nair and Blomquist, 2019; Redondo and Camarero, 2017; Theodorakopoulos et al, 2014). However, most existing studies focus on science/technology-based incubators rather than incubators that support a range of businesses (Battisti and McAdam, 2012; Díez-Vial and Montoro-Sánchez, 2016; Huynh et al, 2017; Mascarenhas et al, 2019; Patton and Marlow, 2011; Redondo and Camarero, 2019b; Wann et al, 2017).…”

Práticas Relacionais, Mecanismos De Governança E Confiança Em Uma Rede De Cooperação

“…As incubadoras desempenham um papel muito importante nesse processo, pois promovem eventos que estimulam a criação de parcerias e redes, seja entre empresas iniciantes na mesma incubadora ou com instituições externas. A maioria das redes de cooperação é informal e atende às necessidades que as startups ainda não conseguem atender, por exemplo, quando concorrem a concursos públicos (GALVÃO et al, 2019).…”