University business incubators (UBIs) are organizations that provide new startup companies with a support environment. However, there are split opinions on the UBIs’ contributions to the startups and the regional economy and, consequently, there are also split opinions on  how to assess UBI performance. According to the resource-based view (RBV), a company’s competitive advantage results from the various resources the company has access to. The biotechnology industry is characterized by high research intensity, weak entrepreneurial and managerial skills of the entrepreneur, huge capital requirements, and long product  evelopment approval processes. Previous research has showed that these characteristics imply certain challenges for new biotech ventures. In this study, these industry specific characteristic and challenges were believed to affect what constitutes successful bioincubation and how bio-incubators’ performance should be assessed. The purpose of this report is, thus, to examine how bio-incubator performance can, and should be, assessed. An existing framework for assessing UBI performance is used as a basis for performing  emistructured interviews with 18 incubator managers in order to examine what performance indicators are perceived as robust for assessing bio-incubator performance. The findings show that the value contributions of bio-incubators mainly include space and network provision, support services, and coaching. The perceived value contributions, in combination with the perceived challenges, imply that it is particularly appropriate to assess bio-incubators performance in terms of Job Creation, Economy Enhancement, Access to Funds, and the Incubator Offer and Internal Environment. However, Job Creation and Economy Enhancement are closely related and are therefore suggested to be merged into a single performance indicator. Hardware and Services, on the other hand, seems to be less relevant for assessing bio-incubator performance as it depends on the incubator’s strategy. The study concludes that there are additional ways of assessing bio-incubator performance, such as shortened time to graduation, links with universities, and the flexibility of the incubator. Further research may include the entrepreneurs’ point of view or use the approach of this study to examine incubator performance in other high-technology industries.

Entering a new market is one of the most important strategic decisions a company makes, and being an external player can make it possible to reveal opportunities not apparent to the industry players. The key is to not take industry structures for granted, but to think outside the box when formulating the entering strategy. This study rests on the assumption that there are factors in industries that are more path dependent than others, hence they are rigid and difficult to change. These factors could eventually prevent the industry from evolving even though new technology and processes are available. By first identifying factors strongly governed by path dependency and then delving deeper to understand the reason why they have not changed, this study argue that new business opportunities can evolve. The approach developed in this paper is particularly beneficial when the product or service is not yet developed and the company has many different resources, enabling a more diversified product portfolio, in which opportunities can be prioritized against the company resources. This enables matching a product or service to the industry rather than pushing it out on the market. In this report the path dependency approach is applied on the banana market, which has features governed by path dependency, and the entering company is a subsidiary to an established company and thereby has multiple resources as well as products and services. Since the subsidiary chose to proceed with the strategy formulated by using the path dependency approach the findings from the case study show that the approach can be useful when entering a new market. The report concludes that the concept of path dependency is ambiguous and subjective but could be useful when formulating an entry strategy into a new market. However, further research is needed to evaluate the application of the approach and the path dependency approach should primarily be seen as a complement to existing market entry strategies.

The aim of the study is to capture and understand the perceptions of SMEs with regard to the resources that they feel are missing as they engage in the process of internationalisation. The methodology of this study follows a qualitative method wherein four SMEs were interviewed along with an industry expert using semi-structured interviews. The collated data was processed according to academic procedure outlined by Creswell & Creswell (2018). Thereafter, the categorised data was analysed using an adapted situational analysis inspired by the SOAR Framework to identify missing resources. Findings and Conclusion: SMEs from Gävleborg, Sweden wish to internationalise but face extensive barriers caused by the lack of necessary resources. The empirical findings align with existing literature in identifying a lack of financial, human, and intellectual resources among the SMEs. However, the findings reject theories which cited a lack of financial skills and physical resources as causal factors. The framework presented (Figure 3) was found to be useful for academics, in reality the SMEs in the Gävleborg region follow a different approach. Contribution of the Study: This study adds specific insights and knowledge about the resource gaps experienced by Swedish SMEs to the literature. The outcomes indicate significant obstacles facing SMEs in the early or pre-internationalisation stage. Practical recommendations from this study suggest regional development of mentoring, accessible funding, and networking support. Reflections on the Study and Suggestions for Future Research: The Covid-19 pandemic forced all interviews online but zoom recordings facilitated clear and accurate collection of empirical evidence. For the future, a longitudinal study of SMEs in Sweden comparing resource availability by region and/or by firm size merits investigation. Similarly, research into why the resource gaps among SMEs remain an issue would be a welcome addition to resource-based literature.

Purpose The purpose of this study is to identify the causes and benefits of workforce diversity in a Swedish electrical engineering multinational corporation. Furthermore, to identify various challenges faced by the managers in diversity management and to find strategies adopted by them to minimize those challenges. Design/Methodology/Approach For this research qualitative method is undertaken. The research was undertaken in two stages. In stage one, an open-ended questionnaire was used to collect primary data from three line-managers and in stage two focused group discussion was conducted with three employees from HR department. The total sample size is six employees working in a Swedish Electrical Engineering MNC. Findings and Conclusions The nature of the business carried by the studied MNC requires continuous innovation and customization of products, which requires employees with diverse knowledge, skills and capabilities. The causes for diversity in the studied organization are because of encouraging internal movement of employees from various subsidiaries to the headquarters and by using various other staffing practises such as inpatriation, global virtual teams, permanent transfers etc. The company is also hiring employees from diverse jobmarkets. The findings from the primary data shows that the studied MNC is benefited from highly diversified work force. However, there are certain challenges faced by managers in managing diversity. The Diversity 360 policy of the company is helping the studied MNC to overcome the challenges in diversity management.

This study examines the effects of servant leadership and service technology on frontline bank employees’ turnover intentions, mediated by job satisfaction and organizational commitment. A conceptual framework is developed based on the tenets of the resource-based view of the firm and the self-determination theory to test the hypothesized relationships. Frontline employees of a bank serve as the study setting. The results indicate that servant leadership and service technology affect employees’ turnover intentions through job satisfaction and organizational commitment where servant leadership plays a stronger role. We discuss the implications of our findings and offer future research avenues.

The resource-based view (RBV) of competitive strategy emphasises the importance of unique firm resources and associated capabilities to the formulation of competitive strategy. This cross-sectional study seeks to determine whether or not the pattern of usage of competitive methods related to marketing, information technology and flexibility in the Portuguese service sector aligns with the resource-based view. Fifteen service-related competitive methods are identified. Surveyed firms were asked to indicate the degree of relevance of these competitive methods to their competitive strategy. Exploratory factor analysis and structural equation modelling indicates that these methods represent four underlying strategy dimensions that reflect some of the dynamic capabilities suggested by the resource-based view. In addition, cluster analysis revealed that each of the responding firms could be classified into one of three capability orientations. Some implications of these findings for strategy development in the Portuguese service sector are discussed. Limitations of the study and areas for future research are also presented.

This study sought to examine strategic entrepreneurship and issues surrounding this type of activity in a public sector context. The concept of strategic entrepreneurship has received increasing attention in recent years; however, limited studies have focused on strategic entrepreneurship as a distinct construct in public sector context. Consequently, the objective of this study was to address the question of “What is the nature and scope of strategic entrepreneurship in the context of South Africa’s SOEs” through examination of theory and practice. The research question is addressed by first developing a revised framework of strategic entrepreneurship from literature on entrepreneurship, strategy, and public sector context. This revised framework is then examined on activity which is entrepreneurial and strategic within four SOEs operating South Africa as at 2011. Transcripts from a series of interviews, and publicly available documents are analysed thematically. The study identified additional supporting and external factors of strategic entrepreneurship which form a revised conceptual framework of strategic entrepreneurship. The study showed core, supporting, and the external environment elements of strategic entrepreneurship contribute to the increased level of entrepreneurial activity in the public sector context, in particular state-owned enterprises. / Dissertation (MBA)--University of Pretoria, 2011. / Gordon Institute of Business Science (GIBS) / unrestricted

Inefficient processes for innovation implementation can prevent owners of small and medium-sized enterprises from realizing goals and growth potential. The purpose of this multiple case study was to explore strategies that managers of small and medium-sized enterprises use to implement innovation in their organizations to improve performance. The population for this study consisted of 5 managers from 4 small and medium-sized enterprises operating in Dubai. The resource-based view theory was the conceptual framework of this study. Data were collected through face-to-face interviews and review of companies' documents. Data were analyzed using Yin's 5-step process. After transcribing the interviews and coding the resulting transcripts, the key themes that emerged included: the role of the top management in cultivating an innovative culture, the identification of ideas as the starting points for innovation, and the recognition of customers as resources for the company. Managers of small and medium-sized enterprises might benefit from the results of this study by implementing the recommendations and strategies to improve performance. Implications for social change include the potential to create employment opportunities and improve the living conditions of the employees in Dubai through economic growth.

Firms lose strategic business opportunities to create sustainable growth because leaders do not establish talent pipelines. The purpose of this multiple case study was to explore strategies used by the leaders of Saudi firms to develop talent pipelines. The conceptual framework for this study was the resource-based view. The overarching question that guided this study explored strategies business leaders in small and medium-sized enterprises in Saudi Arabia used to establish talent pipelines to create sustainable growth. Data were collected from semistructured interviews with 8 business leaders of 4 firms operating in western Saudi Arabia and a review of company documents. The business leaders had successful experience and knowledge in talent and performance management. Data were analyzed using inductive and deductive content analysis. The results revealed 4 strategies business leaders in small and medium-sized enterprises in Saudi Arabia used: hiring the right people, establishing a performance management system, differentiating employees based on performance, and implementing employee retention strategies. The implications of this study for positive social change include reducing unemployment rates among Saudi nationals, growing Saudi workers' capabilities, and increasing Saudi families' standard of living.

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