Social capital, capabilities, and entrepreneurial strategies: a study of Taiwanese high-tech new ventures

2006 ◽  
Vol 73 (2) ◽  
pp. 168-181 ◽  
Author(s):  
Bou-Wen Lin ◽  
Po-Chien Li ◽  
Ja-Shen Chen
Keyword(s):  
Social Capital ◽  
New Ventures ◽  
High Tech ◽  
Entrepreneurial Strategies

Innovation for a (high-tech) nation

2018 ◽  
Vol 34 (12) ◽  
pp. 12-14
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
New Ventures ◽  
Innovation Strategy ◽  
High Tech ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings High-tech new ventures are typically beset by significant challenges in their marketplaces. Using effectuation, innovation strategy and the moderating force of opportunity shaping, they are able to gain competitive advantage. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Cultural Differences in Trust in High-Tech International Business Ventures

2012 ◽  
pp. 1-10
Author(s):  
Alexandra Gerbasi ◽  
Dominika Latusek
Keyword(s):  
United States ◽  
Social Capital ◽  
Field Study ◽  
Cultural Differences ◽  
Joint Venture ◽  
Silicon Valley ◽  
The United States ◽  
High Tech ◽  
Knowledge Based ◽  
Start Up

This chapter presents results from the qualitative field study conducted in a Silicon Valley-based American-Polish start-up joint venture. It investigates the issues of collaboration within one firm that is made up of individuals from two countries that differ dramatically in generalized trust: Poland and the United States. The authors explore differences between thick, knowledge-based forms of trust and thin, more social capital-oriented forms of trust, and they discuss how these affect collaboration between representatives of both cultures. Finally, the authors address how these differences in trust can both benefit an organization and also cause it difficulties in managing its employees.

Human Resource Management on Social Capital

2010 ◽  
Vol 1 (2) ◽  
pp. 36-48 ◽  
Author(s):  
Macarena López-Fernández ◽  
Fernando Martín-Alcázar ◽  
Pedro Miguel Romero-Fernández
Keyword(s):  
Social Capital ◽  
Human Resource ◽  
Work Group ◽  
High Tech ◽  
Competitive Advantages ◽  
Strategic Positioning ◽  
Relational Dynamics ◽  
Moderating Variables ◽  
Human Resource Policies ◽  
The Relationship

Over the past years, several researchers have analysed the relational dynamics that takes place inside and between organizations (concept, mediating and moderating variables, effects, etc.) considering it as a resource capable of contributing to the orientation and the strategic positioning of the organizations, and, as a last resort, to the support of the competitive advantages. Nevertheless, there are very few studies that include evidence about how the effective management of certain characteristics and properties of the network, such as the work dynamics developed or the interaction in the group may be useful for the operation of the work group itself in firms that develope its activity in high-tech sectors. Thus, the objectives of this paper is to develop a conceptual framework for studying the relationship between Human Resource Activities and Social Capital while underlining the importance that human resource policies play in the management of this variable in a IT environment.

Mobilizing human and social capital under industry contexts to pursue high-tech entrepreneurship

Innovation ◽  
2013 ◽  
Vol 15 (4) ◽  
pp. 515-532 ◽  
Author(s):  
Yung-Chang Hsiao ◽  
Shih-Chang Hung ◽  
Chung-Jen Chen ◽  
Tse-Ping Dong
Keyword(s):  
Social Capital ◽  
High Tech ◽  
Human And Social Capital

Towards a more integrated view of entrepreneurial careers

2015 ◽  
Vol 21 (6) ◽  
pp. 756-777 ◽  
Author(s):  
Jelena Zikic ◽  
Souha Ezzedeen
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Career Counseling ◽  
High Tech ◽  
Theory Approach ◽  
Structured Interviews ◽  
Content Type ◽  
Career Capital ◽  
Human And Social Capital ◽  
Entrepreneurial Careers

Purpose – The purpose of this paper is to employ intelligent career theory to simultaneously explore the relationships between three types of entrepreneurial career capital (i.e. motivations, human, and social capital). It illustrates the interconnectedness of these three forms of capital as an important way to study entrepreneurial careers and provide a new lens for understanding both personal and venture success. Design/methodology/approach – This qualitative study of 22 in depth semi-structured interviews explores career stories of entrepreneurs in the high tech industry. The interviews focus on examining three aspects of their career, motivations to become an entrepreneur, ways of learning and developing their human and social capital. Interviews were transcribed and coded using grounded theory approach. Findings – The findings describe how entrepreneurial careers as simultaneously shaped by three types of career capital: motivations (knowing-why), knowledge (knowing-how), and relationships (knowing-whom). It also illustrates the accumulation of career capital as a continuous cycle of interrelationships between these three types of capital. Research limitations/implications – In sum, the findings add to the knowledge on entrepreneurial careers and the role that the three types of capital play in venture formation and success. It also points to the importance of a more integrated view of these careers, embedded in a web of motivational, social, and human capital. Practical implications – The study’s findings suggest that entrepreneurs should paid equal attention and nurture each form of career capital throughout their careers. It also has implications for entrepreneurship programs as well career advisers to. Originality/value – Prior entrepreneurship research has examined aspects of entrepreneur’s career capital (e.g. intentions, social, and human capital) typically in isolation from one another and little is known about their reinforcing relationships in entrepreneurial careers. This study provides novel insights for understanding the three types of career capital and the importance of this more integrated view in entrepreneurship education and career counseling.

Finding the pot of gold: leveraging social capital in international new ventures

2019 ◽  
Vol 12 (3) ◽  
pp. 273
Author(s):  
Tiago Ratinho ◽  
Joris Heuven ◽  
Aard Groen ◽  
Peter Van Der Sijde ◽  
Paul Kirwan
Keyword(s):  
Social Capital ◽  
New Ventures ◽  
International New Ventures

Knowledge acquisition and the foreign development of high-tech start-ups: A social capital approach

2007 ◽  
Vol 16 (1) ◽  
pp. 23-46 ◽  
Author(s):  
Manuela Presutti ◽  
Cristina Boari ◽  
Luciano Fratocchi
Keyword(s):  
Social Capital ◽  
Knowledge Acquisition ◽  
High Tech ◽  
Start Ups

Cooperative Strategies in Non-High-Tech New Ventures: An Exploratory Study

1997 ◽  
Vol 21 (2) ◽  
pp. 37-54 ◽  
Author(s):  
Candida G. Brush ◽  
Radha Chaganti
Keyword(s):  
Qualitative Methods ◽  
Exploratory Study ◽  
Resource Constraints ◽  
New Ventures ◽  
Future Research ◽  
High Tech ◽  
Research Directions ◽  
Cooperative Strategies ◽  
Future Research Directions ◽  
Quantitative And Qualitative Methods

Cooperative strategies are of growing interest in entrepreneurship. Current research focuses on high-tech companies, but less is known about cooperative activities in non-high-tech businesses. Differences in distinct competencies based on technology suggest that lessons from high-tech companies may not fully apply to non-high-tech companies. This research explores the nature, extent, and approaches to cooperative strategies in non-high-tech new ventures, utilizing quantitative and qualitative methods. Survey data is analyzed to assess usage and characteristics of cooperative strategies. Results show that few companies used cooperative strategies and these were not central to core operations. Field interviews comparing three non-high-tech and three high-tech new ventures examine motives and approaches to cooperative strategies. For all six cases, resource constraints motivated usage of cooperative strategies and all had cooperative arrangements with competitors. However, goals and approaches to cooperative strategies differed between non-high-tech and high-tech businesses. Findings suggest future research directions.

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