Needs of Global Start-up companies (Deliverable 2) GlobalStart wp1 Studies Deliverable 2 Needs of Global Start-up Companies Table of contents p

Table 5 Comparison between literature and the cases, and the propositions

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Table 5 Comparison between literature and the cases, and the propositions

Entrepreneurship model	Characteristic	Literature Review	Cases	Propositions
General characteristics	Age	Age of the company is important	All cases concern companies that are global from the start	---
	Technology intensity	Although mentioned by some authors, it appears not to be relevant	All cases represent companies with a high technology intensity	---
	International intensity	Opportunity recognition and preparation take place in an international context	See “Purpose” and Proposition 3	---
	Company size	Most companies are small because of their young age	See “Entrepreneurial nature” and Proposition 8	---
Process	Time to entry	A global startup enters the market within a given number of years, or reaches a certain level of international activities within a given period	International activities are already initiated in the startup (initiation) phase	P1: The startup process and the globalisation process of a global startup are highly integrated and cannot be seen in isolation P2: Global startups begin international activities even before the start of their actual operations
	Purpose	To develop international activities	The pursuit of opportunities leads the international activities	P3: Global startups engage in international activities in pursuit of opportunities instead of achieving a competitive advantage directly
	Scope	Strong focus on international sales	Multiple value-creating activities across national borders	P4: Global startups are involved in a wide range of formal and informal value-added activities across national borders P5: Global startups use a variety of network entry modes
	Entry mode	Different forms of formal and informal entry modes are used	See “Scope” and Proposition 5	---
	Global diversity	Important, but most studies do not include a measure for global diversity	Global startups are globally rather than internationally active and follow the presence of opportunities	P6: Global startups are active in a wide number of regions of the world P7: Global startups internationalise their activities following the presence of opportunities
	Entrepreneurial nature	---	Global startups show high levels of entrepreneurial orientation ; growth cannot always be measured by the number of personnel	P8: Global startups are not necessarily high growth companies in terms of number of employees P9: Global startups are characterised by relatively high levels of entrepreneurial orientation
Entrepreneur	Role of the entrepreneur	The role of the entrepreneur is acknowledged, but as a factor influencing internationalisation	Global startup entrepreneurs have (been in) contact with other countries and cultures either through work or study	P10 : Global startups are typically founded by internationally skilled and confident entrepreneurs
Network	Role of the network	---	Global startup companies rely on partners in its network with regard to (the acquisition of) resources from the start.	P11: Global startups often rely on the relationship with strong partners P12: Global startups are embedded in international networks from the start

Annex 1.3:

Assessing the needs of early stage high tech companies: An investigation among spin-off companies from 6 European Universities.
Paul Kirwan & Peter van der Sijde, Nikos, University of Twente. P.O. Box 217, 7500 AE Enschede, The Netherlands. Phone: +31 53 4894711. Fax: +31 53 4892159. E-mail: p.m.kirwan@utwente.nl

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Needs of Global Start-up companies (Deliverable 2) GlobalStart wp1 Studies Deliverable 2 Needs of Global Start-up Companies Table of contents p

Table 5 Comparison between literature and the cases, and the propositions

Characteristic