What Factors Affect the Entrepreneurial Intention to Start-Ups? The Role of Entrepreneurial Skills, Propensity to Take Risks, and Innovativeness in Open Business Models

Start-ups are launched every day, and most of them will fail at the same pace. Worldwide unemployment has become a major concern due to the geometric increase in the population. However, job opportunities are not created at the same pace as the overall population, and jobless people are becoming a burden on the economy. This situation led to introduce a system that helps people become self-employed and gives dignity to their lives. Prior studies reported that many factors could motivate an individual to pursue entrepreneurial projects. However, there is still a gap in identifying a path that promotes entrepreneurial intention among young graduates. Therefore, the purpose of the current study is to determine the effect of self-motivation, family support, peer influence, and institutional support on entrepreneurial intention through entrepreneurial skills, propensity to take risks, and innovativeness. Data were collected from 416 business students from six public and private sector universities in Pakistan. The results revealed that self-motivation, family support, peer influence, and institutional support positively and significantly affected entrepreneurial intention. The mediating role of entrepreneurial skills, a propensity to take risks, and innovativeness also enhances entrepreneurial intention among young graduates. A categorical analysis was conducted to explain the characteristics of the individuals motivated to launch start-ups. The results revealed a significant difference in the grouping variables of gender and education. The conceptual model provides more pronounced results in the case of male and post-graduate students. These findings may motivate young graduates to start new venture capital start-ups based on open business models. In this way, they can contribute to the complex and evolutionary economics that accelerate efficiency through technological innovation.

Opening up to startup collaborations: open business models and value co-creation in SMEs

Purpose This study aims at exploring how small and medium enterprises (SMEs) can implement a more open and co-creational business model by actively collaborating with startups. Design/methodology/approach Because of the novelty of the SME–startup collaboration phenomenon and to the depth of the investigation required to grasp the mechanisms and logic of an open and co-creational business model, a single-case study has been performed related to investigating a collaboration between an SME and a startup. Findings The authors provide detailed empirical evidence on how SMEs may structure a “systematic” approach to design and execute an open business model enabled by startup collaboration. Moreover, this study suggests that the business model innovation process represents a necessary forerunner of an open business model. Finally, the authors contend that research on open business models should entail a broader perspective beyond the innovation process, to include business model validation through testing approaches like the lean startup. Originality/value This study takes as the locus of investigation the original perspective of the external partner of a focal firm willing to innovate. This study offers a unique contribution because, to date, few studies adopted such view within a relevant and under-remarked empirical setting linking SMEs and innovative startups.

Exploring dynamic capabilities in open business models: The case of a public–private sector partnership

The case explores and offers insight into the boundary-spanning dynamic capabilities evidenced by the entrepreneurial CEO of a private-sector family-owned firm from the sensing, seizing and transforming/reconfiguring perspectives during the opportunity identification, evaluation and pursuit of the co-creation of a public–private sector partnership in collaboration with the CEO of a public-sector firm. This partnership, which is situated in a city-region in the North of England, is seen through the lens of an open business model whereby value is co-created and captured outside the boundary of a single firm, and which involves significant financial uncertainty being assigned from the public to the private sector.

Open Business Models for Business Technology Management Bodies of Knowledge

The information systems (IS) discipline is in an ongoing crisis because of several reasons. Learning institutions do not have a well-defined curriculum on what should be taught in the IS discipline. Recently, there are many organizations and researchers who have come up with different BoKs in the IS discipline as discussed in this article. Additionally, IS discipline does not have a universal body of knowledge like in other fields such as electrical engineering which makes it even more challenging to align the existing industry knowledge and academic curriculum. Therefore, there is a need to develop a unified knowledge framework in the IS discipline which offers a single source of reference in both professional sector and development of academic curriculum. The major challenge in the developing of a unified knowledge framework in the IS discipline is that it is changing and evolving rapidly.

Crowdcasting

The following chapter investigates an emerging shift in the corporate world that is now more often than ever engaging with the global community of users. Collaborative, open business models promoting user-driven, open innovation strategies are adopted, one of them being framed as crowdcasting - specific crowdsourcing model where corporations broadcast their challenges to a targeted community. A crowdcasting model in the shape of an online ideas competition is demonstrated as a mean of fostering open innovation. In the case study we present Challenge: Future, a student competition that is build upon an online platform adopting crowdcasting principles. Looking at the development, main features of the competition platform, and means of interaction with its user base we present benefits for all sides involved. Further on, the chapter tries to elaborate the ways how crowdcasting models could benefit by tapping even deeper into the new social networks and exploring their potential.