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A Proposal for a Standard With Innovation Management System

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Den<br />

Cen<br />

.86<br />

Tie<br />

.77<br />

Tru<br />

Qua<br />

Rep<br />

Rec<br />

.81<br />

.46<br />

.79<br />

.22<br />

.86<br />

Thanh Huynh, Daniel Aranda and Luis Molina-Fernández<br />

STRUC<br />

GOVER<br />

.73<br />

Tech Hum Org<br />

OECAP<br />

.83<br />

.29 .80<br />

CONT Social networks Entrepreneurial<br />

capability<br />

.51<br />

.55<br />

.72<br />

NSCAP<br />

Str Com<br />

FPER<br />

Spin-off's<br />

per<strong>for</strong>mance<br />

(All estimates are significant at the 0.05 level, all error terms omitted <strong>for</strong> clarity)<br />

Figure 1: Parameter estimates <strong>for</strong> the theoretical model<br />

.37<br />

.39<br />

.53<br />

.73<br />

.60<br />

.52<br />

.54<br />

OPER<br />

This study conduces to the entrepreneurship theory by introducing another approach in foundation's<br />

successes and spin-off's per<strong>for</strong>mance measurements. It describes the contributions of both social<br />

networks and entrepreneurial capabilities in the foundation's processes and business per<strong>for</strong>mances.<br />

This study also indicated the benefits in measuring the per<strong>for</strong>mances of spin-offs based on both<br />

financial and operational per<strong>for</strong>mances. This study partially enriches the entrepreneurship theory by<br />

covering the gap in researching the relationship between the pre-established factors and postestablished<br />

outcomes.<br />

The results from measurement model and CFAs indicated that the study necessitates further<br />

improvement. Most of the scales indicated high composite reliabilities except the scales measured<br />

network reputation. Basing on the internet-based survey, the further studies can extend the location to<br />

European university spin-offs that can generate more reliable results and refinements in the academic<br />

entrepreneurship. The further research can focus on the influences of social networks on the spin-off<br />

per<strong>for</strong>mances toward the approach based on three dimensions of networks. This study only evaluated<br />

the network characteristics of entrepreneurs in the creation's period. These characteristics can be<br />

changed over time because of the new individual attendances or changing in relationships. The spinoffs<br />

can recruit more employees with relationship and capability additions. Each dimension of<br />

networks can variously influence the outcomes of the firms. Most of the prior studies have focused on<br />

the network analysis rather than network approach. This suggestion differs from prior studies<br />

according to the structure, governance, and content dimension approach.<br />

References<br />

Agarwal, M. N., & Chatterjee, L. (2007). Entrepreneurial human capital and new venture per<strong>for</strong>mance: In<br />

research of the elusive link. Academy of Entrepreneurship Journal , 13 (1), 1-22.<br />

Amit, R., & Zott, C. (2001). Value creation in E-business. Strategic <strong>Management</strong> Journal , 22, 493-520.<br />

Andries, P., & Debackere, K. (2006). Adaptation in new technology-based ventures: Insights at the company<br />

level. International Journal of <strong>Management</strong> Reviews , 8 (2), 91-112.<br />

Antoncic, B., & Hisrich, R. D. (2001). Intrapreneurship: Construct refinement and cross-cultural validation. Journal<br />

of Business Venturing , 16 (5), 495-527.<br />

Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of <strong>Management</strong> , 17, 99-120.<br />

Baron, J. N., Hannan, M. T., & Burton, M. D. (2002). Building the iron cage: Determinants of managerial intensity<br />

in the early years of organizations. In S. Shane, The Foundations of Entrepreneurship. Northamton, MA:<br />

Edward Elgar.<br />

Baron, R. A., & Markman, G. D. (2003). Beyond social capital: The role of entrepreneurs’ social competence in<br />

their financial success. Journal of Business Venturing , 18 (1), 41-60.<br />

321

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