Critical role and screening practices of European business incubators.

Business incubators guide starting enterprises through their growth process and as such constitute a strong instrument to promote innovation and entrepreneurship. In this article we sketch the European business incubator landscape. Then we describe screening practices by European business incubators in 2003 and compare these results with the American incubators in the eighties. In the last phase a cautious link between screening practices and performance, measured in terms of tenant failure, is established. Most incubators do not screen potential tenants on a balanced set of factors, but concentrate either on the characteristics of the tenant's market or on the characteristics of the tenant's management team. However, we found that the tenant survival rate is positively related to a more balanced screening profile. Based on our study results, we propose some recommendations for the main stakeholders in the field: authorities, incubators and innovative entrepreneurs.Characteristics; Entrepreneurs; Factors; Field; Growth; Innovation; Management; Market; Performance; Processes; Recommendations; Research; Stakeholders; Studies;

Thirty Years After Michael E. Porter: What Do We Know About Business Exit?

Although a business exit is an important corporate change initiative, the buyer’s side seems to be more appealing to management researchers than the seller’s because acquisitions imply growth, i.e., success. Yet from an optimistic viewpoint, business exit can effectively create value for the selling company. In this paper we attempt to bring the relevance of the seller’s side back into our consciousness by asking: What do we know about business exit? We start our exploration with Porter (1976), focusing on literature that investigates the antecedents of, barriers to, and outcomes of business exit. We also include studies from related fields such as finance and economics.1 Through this research we determine three clusters of findings: factors promoting business exit, exit barriers, and exit outcomes. Overall, it is the intention of this paper to highlight the importance of business exit for research and practice. Knowing what we know about business exits and their high financial value we should bear in mind that exit need not mean failure but a new beginning for a corporation

To servitize is to (re)position : utilizing a Porterian view to understand servitization and value systems

Drawing on the case of a global servitizing company in the ship power industry, we use a Porterian toolkit for analyzing the implications of industry power and its consequences on firm vertical (re)positioning within the value system. Whereas repositioning has been seen as a way of moving closer to customers and obtaining new competencies, strategic moves aimed at increasing companies’ sphere of influence were neglected. This chapter illustrates how the power approach to repositioning, through different alternative mechanisms, complements the widespread capability view and contributes to value system analysis in servitization.fi=vertaisarvioitu|en=peerReviewed

Transitional Care for Patients with Congenital Colorectal Diseases: An EUPSA Network Office, ERNICA, and eUROGEN Joint Venture

Background: Transition of care (TOC; from childhood into adulthood) of patients with anorectal malformations (ARM) and Hirschsprung disease (HD) ensures continuation of care for these patients. The aim of this international study was to assess the current status of TOC and adult care (AC) programs for patients with ARM and HD. Methods: A survey was developed by members of EUPSA, ERN eUROGEN, and ERNICA, including patient representatives (ePAGs), comprising of four domains: general information, general questions about transition to adulthood, and disease-specific questions regarding TOC and AC programs. Recruitment of centres was done by the ERNs and EUPSA, using mailing lists and social media accounts. Only descriptive statistics were reported. Results: In total, 82 centres from 21 different countries entered the survey. Approximately half of them were ERN network members. Seventy-two centres (87.8%) had a self-reported area of expertise for both ARM and HD. Specific TOC programs were installed in 44% of the centres and AC programs in 31% of these centres. When comparing centres, wide variation was observed in the content of the programs. Conclusion: Despite the awareness of the importance of TOC and AC programs, these programs were installed in less than 50% of the participating centres. Various transition and AC programs were applied, with considerable heterogeneity in implementation, content and responsible caregivers involved. Sharing best practice examples and taking into account local and National Health Care Programs might lead to a better continuation of care in the future. Level of Evidence: III