Creating New Ventures: A review and research agenda

Creating new ventures is one of the most central topics to entrepreneurship and is a critical step from which many theories of management, organizational behavior, and strategic management build. Therefore, this review and proposed research agenda is not only relevant to entrepreneurship scholars but also other management scholars who wish to challenge some of the implicit assumptions of their current streams of research and extend the boundaries of their current theories to earlier in the organization’s life. Given that the last systematic review of the topic was published 16 years ago, and that the topic has evolved rapidly over this time, an overview and research outlook are long overdue. From our review, we inductively generated ten sub-topics: (1) Lead founder, (2) Founding team, (3) Social relationships, (4) Cognitions, (5) Emergent organizing, (6) New venture strategy, (7) Organizational emergence, (8) New venture legitimacy, (9) Founder exit, and (10) Entrepreneurial environment. These sub-topics are then organized into three major stages of the entrepreneurial process—co-creating, organizing, and performing. Together, the framework provides a cohesive story of the past and a road map for future research on creating new ventures, focusing on the links connecting these sub-topics

Creating the Technopolis: High-Technology Development in Austin, Texas

New institutional alliances, driven by the rapid increase in and diversity of new technologies, are altering the strategy and tactics of economic development. As a result, communities across the world are seeking to create modern technopoleis or city-states that interactively link technology commercialization with public and private sectors to spur economic growth and diversification through high-technology company development. This paper develops the conceptual framework of a technopolis wheel from studying the dynamics of high-technology development and economic growth in Austin, Texas. It describes seven segments within the technopolis: the university, large technology companies, small technology companies, federal government, state government, local government and support groups. (Author's preprint.)IC2 Institut

Creating and Running Partnerships

{Excerpt} A partnership is a formal or informal agreement between two or more partners to work together to achieve common aims. For instance, multilateral and bilateral agencies can compensate for abilities and resources that fall far short of requirements by partnering with non government organizations, both national and international. Such organizations are able to form close linkages and engender ownership and participation. Their consultative and participatory methods note and express stakeholder views that might otherwise not be entertained. This enables them to identify up-and-coming issues, respond rapidly to new circumstances, and experiment with innovative approaches. Therefore, partnering can improve the relevance, effectiveness, efficiency, and sustainability of operations. However, few would-be partners fully consider the opportunities and constraints that are associated with the creation and running of partnerships. A frequent cliché relates to the need to avoid duplication and overlap. Habitually, extant memoranda of agreement are worded loosely

Creating product line architectures

The creation and validation of product line software architectures are inherently more complex than those of software architectures for single systems. This paper compares a process for creating and evaluating a traditional, one-of-a- kind software architecture with one for a reference software architecture. The comparison is done in the context of PuLSE-DSSA, a customizable process that integrates both product line architecture creation and evaluation