R & D strategies and entrepreneurial spawning
2012 (English)In: Research Policy, ISSN 0048-7333, E-ISSN 1873-7625, Vol. 41, no 1, 54-68 p.Article in journal (Refereed) Published
This paper analyzes how different R&D strategies of incumbent firms affect the quantity and quality of their entrepreneurial spawning. When examining entrepreneurial ventures of ex-employees of firms with different R&D strategies, three things emerge: First, firms with persistent R&D investments and a general superiority in sales, exports, productivity, profitability and wages are less likely to generate entrepreneurs than firms with temporary or no R&D investments. Second, start-ups from knowledge intensive business service (KIBS) firms with persistent R&D investments have a significantly increased probability of survival. No corresponding association between the R&D strategies of incumbents and survival of entrepreneurial spawns is found for incumbents in manufacturing sectors. Third, spin-outs from KIBS-firms are more likely to survive if they start in the same sector, indicating the importance of inherited knowledge. These findings suggest that R&D intensive firms are less likely to generate employee start-ups, but their entrepreneurial spawns tend to be of higher quality.
Place, publisher, year, edition, pages
2012. Vol. 41, no 1, 54-68 p.
Entrepreneurship, Innovation, New firms, R&D strategy, Self-employment, Spin-off
Economics and Business
IdentifiersURN: urn:nbn:se:kth:diva-13616DOI: 10.1016/j.respol.2011.08.005ISI: 000298909700005ScopusID: 2-s2.0-81855199033OAI: oai:DiVA.org:kth-13616DiVA: diva2:326200
QC 20100622. Updated from manuscript to article in journal.2010-06-222010-06-222015-06-25Bibliographically approved