R&D strategies and Entrepreneurial Spawning
2010 (English)Report (Other academic)
This paper analyzes how different R&D strategies of incumbent firms affect the quantity and quality of their entrepreneurial spawning. By examining entrepreneurial ventures of ex-employees of firms with different R&D strategies three things emerge: First, firms with persistent R&D investments with a general superiority in sales, exports, productivity, profitability and wages are less likely to generate entrepreneurs than firm 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 firm, indicating the importance of inherited related knowledge. The findings suggest that R&D intensive firms spur fewer entrepreneurs, but their entrepreneurial spawns tend to be of higher quality.
Place, publisher, year, edition, pages
CECIS, The Royal Institute of Technology , 2010. , 40 p.
CESIS Working Paper Series in Economics and Institutions of Innovation, 228
entrepreneurship, self-employment, R&D strategy, innovation, new firms, spinoff
IdentifiersURN: urn:nbn:se:kth:diva-67417OAI: oai:DiVA.org:kth-67417DiVA: diva2:484923
QC 201201312012-01-312012-01-272015-06-25Bibliographically approved