Our thanks go to the authors, national teams, researchers, funding bodies and other contributors who made this possible. This document – excluding the cover – is licensed under the Creative Commons Attribution-Share Alike 3.0 DE license (CC BY-SA 3.0 DE): http://creativecommons.org/licenses/by-sa/3.0/de/ .
Approaches to New Technology Venture Growth Venture Growth
However, growth in a new company is not only a question of the drive to achieve the goal, but also of the pace of development (Figure I.122) and attitudes towards resources. The author encountered the description of the above situation several times with founders as guest lecturers for his Technological Entrepreneurship curriculum (Box I.20).
Indicators of Growth
Life-Cycle Models and Stage-Based Views
The treatment of organizational development is often reduced to a particularly "one-dimensional" aspect in terms of organizational structure and management complexity. The increase in the number of employees above "25" will reflect a change in the company's organization in terms of communication, including reporting lines and coordination according to the rule of thumb (Table I.72).
Average growth in sales
Average to low growth in sales
Good-growth in sales
The Initial Architecture and Initial Configuration
In the GEM approach (Figure I.15), the pre-startup phase includes the activities of the “potential entrepreneur” and the. Here, the vision and mission of the founder(s) (chapter 2.1.2.7) are important for building the business and expectations.
Creating Firm Culture and Developing Employees
As the group grows, exposure of newcomers to these norms makes the newcomers aware of the correct behavior and creates an expectation for everyone in the group of what everyone else (including the newcomers) will do. The missing part of this interpretation is the company's "new employee" ("newcomer"), which is related to the company's hiring process.
Initial Architecture and Initial Configuration with Corporate Culture Given
Then, it is of extreme importance that we hold fast to the vision and core of purpose – there must be persistence of purpose (Figure I.122). On the other hand, if the driver of the establishment of the firm is reflexive towards the entrepreneur, such as wealth generation, self-directed work or challenge seeking, rather than persistence of purpose, entrepreneurship may follow a path of opportunistic adaptability (ch. 2.1.2.4). shown as an option in figure I.122.
Expanding the Resource Base by Networking
Altana also loaned Nanophase $1.6 million to purchase and install nanomaterials production equipment during 2006 to support capacity requirements related to volume growth. Early on, during 2000, German chemical giant BASF also loaned Nanophase $1.3 million to purchase and install production equipment to produce nanomaterial products for its Z-Cote brand (zinc oxide in sunscreen applications).
More “Interruptions” for NTBFs’ Developments
Resource-Based Views
- Bootstrapping a Technology Startup
Most of the company's value is attributed to people – the entrepreneur and his/her “team” – an important resource. The entrepreneur(s), rather than a product or technology, represent the source of the startup's profit [Bhidé] and the company's productivity and performance. CoPs) [Runge 2006:372] and behavior reinforcement (Figure I.129), information sources for decision-making from the company's leaders, etc.
The financial requirements of the startup and the availability of capital in the market will determine whether bootstrapping is an appropriate tool (ch. 1.2.7.1). Contracting selected NTBF value chain activities through outsourcing services (ch. 4.3.1) or strategic alliances.
Cybernetic Principles and Concepts for Technology Entrepreneurship Technology Entrepreneurship
Therefore, investigating or observing only the proportions of the diagonals and not additionally the shapes of the objects and the lengths of the individual diagonals "makes both objects the same", which is the result of an identity transformation. Similar to Equation I.6 (Chap. 2.1.2.9), the following notation will be used to describe the intrinsic relationship between the two components, operator and operand. Therefore, it is possible to make some statement that, despite constant change, is unalterably true.
The (final b g) transformation is closed, so something persists, and the observer looking only at this level of discrimination can say of the subsystem, "it persists", and can say no more [Ashby 1957]. For the taxonomies of industries related to characteristics of technologies (Table I.1; . TVT, HVT) in terms of "research intensity" (RI = R&D expenditure / total revenue), the differentiation is based on the share of financial quantification of research and development spend that cuts across industry taxonomies based on activities or offerings.
The Special Focus on the Single NTBF
Furthermore, due to non-accessibility to other data, performance during development (growth) and especially productivity as defined in Equation I.2 and referred to in Figure I.130 will be taken as an indicator how efficiently the objective is achieved which may be related to leadership and/or management and organization (specialization, communication, coordination, etc. In this way, we are always aware that even reported income in official documents, for example in income and loss statements, can be "Extraordinary Items" contains. one-off expenses for a given year that can "distort" the income indicator through an unexplained effect.. Reformulation of the productivity, a capacity, defined in Figure I.130 generates an expression for (financial) strength or "energy" (Equation I.13 ). This is the typical form used in physics and chemistry for various types of energy and work performance, some of them are also listed (in normal font).
Revenue = Productivity x Number of Employees
A Bracket Model of New Technology Venture Development Venture Development
- The Bracket Model
- The Bracket Model for Framing Empirical Observations and Explaining NTBF Development Observations and Explaining NTBF Development
Internal aspects of the company will emphasize a balance between the basic business processes of the value chain (Figure I.7), indicated, in the sense of GST, by circular arrows in Figure I.131. It reflects influences on the development of a (new) company, as it measurably influences what a company has, can, gets, owns, does (also in response to externalities) or delivers (figure I.130) in relation to the mission and goals of the company. A parenthesis and its time course represents an individual, single event that will not change sign of amplitude (impact) over time (Figure I.135).
On the other hand, strong competition was listed as one of the reasons for firm failure (Figure I.114). SAP shows two dips (eighteen and sixty-one employees) of the productivity curve accompanied by increasing growth in terms of number of employees and income (Figure I.147). On the other hand, the effect of the Great Recession 2009 is only seen in the number of employees (Figure I.149).
For further illustration, Figure I.149 shows development curves for Novaled regarding productivity and number of employees.
Entrepreneurship in Wind Power and Solar Energy
Selected Quantitative Applications of the Bracket Model the Bracket Model
In the same category of algorithms, but including growth or decline (Figure I.114 and Equation I.16), one can quote the "Matthew effect". The Matthew effect [Merton 1968]. In particular, it pertains to steady-state dynamically stable states as defined above (Figure I.132). In Figure I.156, equation I.18 could be used as a numerically sufficient approximation for the interval <2002,2009>.
Similar effects are observed for SAP productivity (Figure I.147), which shows little change for the interval <1976,1979>. Looking at the examples of Cisco and First Solar (Figure I.158.), Equation I.17 proved insufficient and required modification.
Expectations of Growth of Technology Ventures
So far, growth patterns have been created for NTBF development processes to indicate growth states. However, a more detailed understanding of the observed effects must be supported by reference to the micro-level of the company in question if we want to reveal the common features of these conditions. In a teleological environment, GST expectations establish specific links between the objectives of the founders of the company and their associated strategy, their opportunities in terms of markets and industries, including competition and available resources, and should reflect prior statements (Box I.17).
In order to explore the expectations of NTBF development, we use comparative approaches. This is somewhat in line with Bhidé, who stated that "knowing the origins and destinations of the origins and destinations of typical long-lived corporations will help us identify important common elements in their development".
Success Factors of Mid-Sized Enterprises
Sustainable growth is based on continuous innovation, including internal processes and high evaluation of the company by employees and customers [Ernst & Young 2011]. All of the above-mentioned success factors basically also correspond to those characteristic of the German hidden champion class (chapter 4.1.1). Value innovation is expressed by a departure from the conventional logic of a given industry and can be derived from the so-called "value curve" that connects customer valuation (Table I.13) with customer experience (Figure I. 161).
Competition is the key building block of strategy and positioning is through differentiation from the competitive pack by "breaking" the rules of the "standard game" to create fundamentally new and superior customer value. And the emphasis of the manufacturers was to focus on improving the performance of specific software products.
![Table I.78: Two types of strategic logic for value innovation [Kim and Mauborgne 1997:106]](https://thumb-ap.123doks.com/thumbv2/123dok/10237225.0/165.722.100.649.199.675/table-types-strategic-logic-value-innovation-kim-mauborgne.webp)
The Unexspectable
Finally, there is the unexpected external event (cf. the German firm Heyl; Table I.76) This area shows that “external events that are events that are not recorded in the information and figures with which a management directs its institution, are equally important. 94 The main focus of the "Google project" was to create a better search engine for the Web - better, for example, than AltaVista or Excite. The project was called "Anatomy of a Large-Scale Hypertext Web Search Engine" or simply, Anatomy of a Search Engine.
Larry Page and Sergey Brin's famous search algorithm is essentially applying the ranking method used for academic articles (more citations equals more influence) to the spread of the Internet. After founding in 1998, Larry Page and Sergey Brin channeled their energy into its free search product and left most of the business planning to a 22-year-old Stanford graduate named Salar Kamangar, the ninth employee of Google.
What and How to Expect
PATHS OF TECHNOLOGY ENTREPRENEURSHIP ENTREPRENEURSHIP
- Firm’s Foundation as Systems Design
Relying on general systems theory (GST) for technology entrepreneurship, we are ultimately led to the question of the relationship between the creation and development of a technology company and system design or its partial revival in terms of systems thinking. In our context of systems design [Van Gigch 1974:2], there is currently a new wave (and probably craze) in the US with Design Thinking [Dziersk 2008; Wong 2009a, 2009b], which will be critically considered in the context of systems design. In the context of social systems and entrepreneurship, systems design is a forward-looking, partially disciplined research.
The result of System Design must stand the test of personal commitment - it takes conviction. Using Systems Design and Design Thinking for Entrepreneurship does not attempt to reconcile the two modes throughout the foundation of a new technology venture and its first dozen years of development.
