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  • 1.
    Fredin, Sabrina
    Blekinge Institute of Technology, Faculty of Engineering, Department of Industrial Economics.
    New perspectives on innovative entrepreneurship and path dependence2014In: International Journal of Entrepreneurial Venturing, ISSN 1742-5360, E-ISSN 1742-5379, Vol. 6, no 4Article in journal (Refereed)
    Abstract [en]

    This paper uses path dependence as an interpretive lens to examine the relationship between innovative entrepreneurship and regional development. A literature review of path dependence explains why that concept is relevant for this paper. This paper reaches four conclusions about the relationship. First, in the study of innovative entrepreneurship in a regional context, the technological, social and cognitive dimensions should be taken into consideration. Second, the effect of the different types of innovative entrepreneurship on path dependence depends on specific, regional situations. Third, the dominant regional network forms an institutional foundation that may either hinder or support innovative entrepreneurship. Fourth, innovative entrepreneurs who introduce new knowledge from outside the region are more likely to alter the regional path.

  • 2. Ghannad, Navid
    et al.
    Ljungquist, Urban
    Blekinge Institute of Technology, School of Management.
    Change of entrepreneurial agenda in a core competence context: exploring the transformation from technology focus to market focus2012In: International Journal of Entrepreneurial Venturing, ISSN 1742-5360, E-ISSN 1742-5379, Vol. 4, no 2, p. 148-167Article in journal (Refereed)
    Abstract [en]

    The newest small firms – the start-ups in general and the international new ventures (INV) in particular – face major difficulties from the beginning. Not only do they need to bring competitively unique products to a new, highly competitive market, but they also must be successful in convincing customers of their products' benefits. This ultimate small firm test is in fact very similar to the criteria that define the core competence concept. Still, core competence matters have historically been delimited to large, preferably diversified companies. In this paper, we apply core competence theory and entrepreneurship theories on a small firm's empirical context. We concentrate on technology focused INVs and on the change, or transformation, these start-ups must complete in order to adopt a more market-oriented focus. Without the transformation, we argue, the small firm will not be able to expand. The purpose of the paper is to explore parts of the processes changed during the transformation and to enhance our understanding of core competence applicability on small companies. We formulate propositions, empirically guided and theoretically anchored, that describe four different components that facilitate the small firm technology-to-market transformation.

  • 3.
    Ljungquist, Urban
    et al.
    Blekinge Institute of Technology, Faculty of Engineering, Department of Industrial Economics.
    Ghannad, Navid
    Growth in international new ventures: facilitating and redundant components beyond start-up2015In: International Journal of Entrepreneurial Venturing, ISSN 1742-5360, E-ISSN 1742-5379, Vol. 7, no 2, p. 103-127Article in journal (Refereed)
    Abstract [en]

    The purpose of the paper is to identify facilitating and redundant components of core competence development during the growth of international new ventures (INVs). Through a longitudinal empirical study comparing three cases based on a large number of interviews, we describe how individual competences essential for the start-up firm (entrepreneurial, market and network) over three phases (small, youth and mature) eventually become redundant or transform into institutionalised routines. An INV built on technology competence needs to combine with market competences, preferably in parallel, for ideal market development. To expand further, the entrepreneurial competence ultimately should be reduced or omitted. To boost expansion, explicate visions and policies should be added to maintain the entrepreneurial spirit and legacy, and to guide employees.

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