Entrepreneurship in Ireland 2013: global entrepreneurship monitor Irish report

Report on entrepreneurship in Ireland, using Global Entrepreneurship Monitor data

A Survey entrepreneurship in Ireland 2016.

A survey of entrepreneurship in Ireland, using the Global Entrepreneurship Monitor data. Data is collected from a representative sample of 2,000 adults. Key findings include that Ireland had relatively high rates of entrepreneurship in 2016, as measured by the TEA index. The levels of entrepreneurship in Ireland have now returned to the levels observed pre-recession. In many developed European economies, such as France, Germany, Spain and Sweden rates of entrepreneurship are much lower than in Ireland. Rates of entrepreneurship in Ireland are more similar to the US than, for example, Germany. Extensive data on Ireland relative to 24 peer European countries, Australia, Canada, and the US is presented

Entrepreneurship in Ireland 2012: global entrepreneurship monitor (GEM)

Report on entrepreneurship in Ireland in the year 2012. Data used is the Global Entrepreneurship Monitor (GEM) data for Ireland and selected comparative countries. The report profiles entrepreneurs, reports on the rate of entrepreneurship in Ireland, discusses female entrepreneurship, and positions these results in the context of Irish entrepreneurship policy

Strategic transformations in large Irish-owned businesses

This research explores resistance to a universal business organisation by analysing large firms in Ireland. Drawing on our dataset of large Irish firms, an SSOP informed study identifies strategic transformations such as increased internationalisation and changes in ownership regime across three benchmark years of 1978, 1990 and 2010. However large Irish firms are not characterised by convergence to a universal business organisation. This study contributes to the SSOP project by extending it to a new geographic context and, by including sector of activity, by providing a contextually sensitive explanation for the absence of a universally applicable business organisation

Fostering cross-campus entrepreneurship – Building technology transfer within UCD to create a start-up environment

In this chapter we discuss the emergence of commercialization activity, and specifically the TTO and ILO functions, in University College Dublin (UCD). This case emphasizes (1) how a public university has sought to encourage commercialization activity and the organizational structures developed to support commercialization; (2) how, over a period of twenty years, the TTO and ILO functions and commercialization activity evolved in the absence of what might be considered many of the university attributes, such as high levels of funded research, typically associated with high levels of commercialization; (3) how policies aimed at encouraging the commercialization of university research were embedded within a broader industrial development strategy associated with both attracting inward FDI (foreign direct investment) and developing indigenous entrepreneurial activity in emerging sectors; and (4) how a new president in a traditional public university has sought to emphasize the contribution the university makes to economic development as a means for engaging in a significant restructuring of the university and the adoption of policies that seek to maximize research activity, in particular in emerging sectors such as biotechnology and ICT, to develop external linkages with industry, and to promote commercialization

How having an innovation strategy and process can improve NPD outcomes for Irish SME’s

Having a defined innovation strategy and a formal process are generally found to be associated with superior NPD performance. Innovation is at the top of the business agenda in Ireland but despite its importance, little is known about how Irish organisations manage for innovation; whether they have a strategy or whether formal management processes are used, and with what effect. This study finds that two-thirds of innovation active firms do not have an innovation strategy with even less operating any formal innovation process. Having a more formal innovation process is associated with higher innovation returns; more radical or novel innovations and better exploitation of innovations at the diffusion stage of the innovation value chain. Structuring the innovation process has considerable advantages for small firms; in idea generation where they are more likely to develop ‘new to the market’ ideas; in conversion where they take a more risk taking attitude to investing in radical ideas and in diffusion, where they manage the launch process better by maximising sales and distribution channels and by rolling out new products faster

How having an innovation strategy and process can improve NPD outcomes for Irish SME’s

Having a defined innovation strategy and a formal process are generally found to be associated with superior NPD performance. Innovation is at the top of the business agenda in Ireland but despite its importance, little is known about how Irish organisations manage for innovation; whether they have a strategy or whether formal management processes are used, and with what effect. This study finds that two-thirds of innovation active firms do not have an innovation strategy with even less operating any formal innovation process. Having a more formal innovation process is associated with higher innovation returns; more radical or novel innovations and better exploitation of innovations at the diffusion stage of the innovation value chain. Structuring the innovation process has considerable advantages for small firms; in idea generation where they are more likely to develop ‘new to the market’ ideas; in conversion where they take a more risk taking attitude to investing in radical ideas and in diffusion, where they manage the launch process better by maximising sales and distribution channels and by rolling out new products faster

Stage-gate or straitjacket; how too much structure can be bad for innovation

The new product or service development (NPD/NSD) process is arguably the most important dynamic capability within a firm, with success at innovation being vital not only for firm success but also for survival. Despite this, little is known about innovation in Ireland; specifically, about how organisations manage for innovation. Auditing 347 firms across numerous sectors in Ireland our research finds that the majority of firms do not have a formal innovation process with service sector firms being the least likely to have a formalised process. Yet, clear evidence of the benefits of having an innovation process exist, with these being most evident in the launch and diffusion of innovations. At the same time, firms without a process are more successful in the ideation, or idea generation phase with these firms also having a better record in creating ‘new to the market’ ideas than firms who conform to an a-priori process

Ireland or the Netherlands: Which country is more entrepreneurial?

What country was ranked the most entrepreneurial of the EU-15 countries in 2005? Ireland. In 2005, Ireland ranked 1st of the EU-15 countries in terms of the rate of entrepreneurship. The Dutch ranked jointed 9th. Which of the EU-15 countries was the most entrepreneurial in 2012? The Netherlands. Since 2005, the rate of entrepreneurship in the Netherlands has increased. They now rank 1stof the EU-15 countries. Ireland’s rate of entrepreneurship has decreased. By 2012, Ireland ranked 9th of the EU-15 countries. In 2012, 6.3% of Dutch adults had started a new business over a 31/2 year period between 2009 and 2012. The rate in Ireland was 2.3%. (The Dutch rate is more than 2 ½ times higher). Drawing on data from the Global Entrepreneurship Monitor, this briefing note compares entrepreneurship in Ireland to entrepreneurship in the Netherlands

Informal investors and the informal venture capital market in Ireland

While it is widely recognised that informal investors play a vital role in the development of new businesses, extent research on the nature of informal investment activity has focussed on large economies. There is little research about informal investment in small economies, including Ireland. This paper uses data from the Global Entrepreneurship Monitor to outline the extent and nature of informal venture capital activity in Ireland and to provide an estimate of the size of the informal venture capital market in Ireland. Results suggest that Family, Friends and Colleagues provided at least €195 million to new businesses in 2011, and Business Angels invested €80 million. We find that for every €1 of formal venture capital funding, there is approximately €5 of informal capital funds. We conclude by highlighting implications for policy and practice