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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