Skip to main content
Log in

When incubator resources are crucial: survival chances of student startups operating in an academic incubator

  • Published:
The Journal of Technology Transfer Aims and scope Submit manuscript

Abstract

Earlier studies provide mixed results regarding the influence of incubator resources on a startup’s chances of survival. This study suggests that this is because they tend not to take into consideration the attributes of the founders who actually make use of those resources. Based on 59 student startups operating in an academic incubator, this study finds that founding teams’ prior experience moderates the positive relationship between an incubator’s mentoring program and the startup’s chances of survival through the first year. The results demonstrate that the survival chances of startups whose founding teams have high levels of managerial experience or low levels of entrepreneurial experience are low when they do not take advantage of the incubator’s mentoring program. Drawing on learning theory, this study explains how different types of prior experience influence the relationship between the incubator’s mentoring program and the startup’s first year survival chances. The study’s results expand our understanding of and contribute to resource-based view theory by considering the interactive influence of founding teams’ human capital and incubators’ resources on startups’ chances of survival.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Fig. 1
Fig. 2
Fig. 3

Similar content being viewed by others

References

  • Aernoudt, R. (2004). Incubators: Tool for entrepreneurship? Small Business Economics, 23(2), 127–135.

    Google Scholar 

  • Ahmad, A. J. (2014). A mechanisms-driven theory of business incubation. International Journal of Entrepreneurial Behaviour & Research, 20, 375–405.

    Google Scholar 

  • Ahmad, A., & Ingle, S. (2013). Business incubators and HTSF development: Setting an agenda for further research. New Technology-Based Firms in the New Millennium, 10, 119.

    Google Scholar 

  • Aiken, L. S., West, S. G., & Reno, R. R. (1991). Multiple regression: Testing and interpreting interactions. London: Sage.

    Google Scholar 

  • Albert, P., & Gaynor, L. (2001). Incubators: Growing up, moving out—a review of the literature. Arpent: Cahiers de Recherche.

    Google Scholar 

  • Alvarez, S. A., & Busenitz, L. W. (2001). The entrepreneurship of resource-based theory. Journal of Management, 27(6), 755–775.

    Google Scholar 

  • Amezcua, A. S., Grimes, M. G., Bradley, S. W., & Wiklund, J. (2013). Organizational sponsorship and founding environments: A contingency view on the survival of business-incubated firms, 1994–2007. Academy of Management Journal, 56(6), 1628–1654.

    Google Scholar 

  • Amit, R., & Schoemaker, P. J. (1993). Strategic assets and organizational rent. Strategic Management Journal, 14(1), 33–46.

    Google Scholar 

  • Baker, T., & Nelson, R. E. (2005). Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50(3), 329–366.

    Google Scholar 

  • Barnett, W. P., Greve, H. R., & Park, D. Y. (1994). An evolutionary model of organizational performance. Strategic Management Journal, 15(S1), 11–28.

    Google Scholar 

  • Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.

    Google Scholar 

  • Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of Management, 27(6), 643–650.

    Google Scholar 

  • Baron, R. A., & Ensley, M. D. (2006). Opportunity recognition as the detection of meaningful patterns: Evidence from comparisons of novice and experienced entrepreneurs. Management Science, 52(9), 1331–1344.

    Google Scholar 

  • Barrow, C. (2001). Incubators: A realist’s guide to the world’s new business accelerators. West Sussex: Wiley.

    Google Scholar 

  • Beckman, C. M., Burton, M. D., & O’Reilly, C. (2007). Early teams: The impact of team demography on VC financing and going public. Journal of Business Venturing, 22(2), 147–173.

    Google Scholar 

  • Belitski, M., & Herzig, M. (2018). The jam session model for group creativity and innovative technology. The Journal of Technology Transfer, 43(2), 506–521.

    Google Scholar 

  • Boden, R. J., & Nucci, A. R. (2000). On the survival prospects of men’s and women’s new business ventures. Journal of Business Venturing, 15(4), 347–362.

    Google Scholar 

  • Boeker, W., & Wiltbank, R. (2005). New venture evolution and managerial capabilities. Organization Science, 16(2), 123–133.

    Google Scholar 

  • Boh, W. F., De-Haan, U., & Strom, R. (2016). University technology transfer through entrepreneurship: Faculty and students in spinoffs. The Journal of Technology Transfer, 41(4), 661–669.

    Google Scholar 

  • Breznitz, S. M., Clayton, P. A., Defazio, D., & Isett, K. R. (2018). Have you been served? The impact of university entrepreneurial support on start-ups’ network formation. The Journal of Technology Transfer, 43(2), 343–367.

    Google Scholar 

  • Bruneel, J., Ratinho, T., Clarysse, B., & Groen, A. (2012). The evolution of business incubators: Comparing demand and supply of business incubation services across different incubator generations. Technovation, 32(2), 110–121.

    Google Scholar 

  • Burton, M. D., Sørensen, J. B., & Beckman, C. M. (2002). Coming from good stock: Career histories and new venture formation. In Social structure and organizations revisited (pp. 229–262).

  • Busenitz, L. W., & Barney, J. B. (1997). Differences between entrepreneurs and managers in large organizations: Biases and heuristics in strategic decision-making. Journal of Business Venturing, 12(1), 9–30.

    Google Scholar 

  • Byron, K., Khazanchi, S., & Nazarian, D. (2010). The relationship between stressors and creativity: A meta-analysis examining competing theoretical models. Journal of Applied Psychology, 95(1), 201.

    Google Scholar 

  • Chan, K. F., & Lau, T. (2005). Assessing technology incubator programs in the science park: The good, the bad and the ugly. Technovation, 25(10), 1215–1228.

    Google Scholar 

  • Cliff, J. E., Jennings, P. D., & Greenwood, R. (2006). New to the game and questioning the rules: The experiences and beliefs of founders who start imitative versus innovative firms. Journal of Business Venturing, 21(5), 633–663.

    Google Scholar 

  • Cohen, S. L., Bingham, C. B., & Hallen, B. L. (2019). The role of accelerator designs in mitigating bounded rationality in new ventures. Administrative Science Quarterly, 64(4), 810–854.

    Google Scholar 

  • Coleman, S., Cotei, C., & Farhat, J. (2013). A resource-based view of new firm survival: New perspectives on the role of industry and exit route. Journal of Developmental Entrepreneurship, 18(01), 1350002–1350025.

  • Colombo, M. G., & Delmastro, M. (2002). How effective are technology incubators?: Evidence from Italy. Research Policy, 31(7), 1103–1122.

    Google Scholar 

  • Delmar, F., & Shane, S. (2006). Does experience matter? The effect of founding team experience on the survival and sales of newly founded ventures. Strategic Organization, 4(3), 215–247.

    Google Scholar 

  • Dew, N., Read, S., Sarasvathy, S. D., & Wiltbank, R. (2009). Effectual versus predictive logics in entrepreneurial decision-making: Differences between experts and novices. Journal of Business Venturing, 24(4), 287–309.

    Google Scholar 

  • Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10‐11), 1105–1121.

  • Foss, N. J., Klein, P. G., Kor, Y. Y., & Mahoney, J. T. (2008). Entrepreneurship, subjectivism, and the resource-based view: Toward a new synthesis. Strategic Entrepreneurship Journal, 2(1), 73–94.

    Google Scholar 

  • Gruber, M., MacMillan, I. C., & Thompson, J. D. (2008). Look before you leap: Market opportunity identification in emerging technology firms. Management Science, 54(9), 1652–1665.

    Google Scholar 

  • Hackett, S. M., & Dilts, D. M. (2004). A systematic review of business incubation research. The Journal of Technology Transfer, 29(1), 55–82.

    Google Scholar 

  • Hallen, B. L., Cohen, S. L., & Bingham, C. B. (2020). Do accelerators work? If so, how? Organization Science, 31(2), 378–414.

    Google Scholar 

  • Kautonen, T., Down, S., & Minniti, M. (2014). Ageing and entrepreneurial preferences. Small Business Economics, 42(3), 579–594.

    Google Scholar 

  • Ketchen, D. J., Ireland, R. D., & Snow, C. C. (2007). Strategic entrepreneurship, collaborative innovation, and wealth creation. Strategic Entrepreneurship Journal, 1(3–4), 371–385.

    Google Scholar 

  • Kor, Y. Y. (2003). Experience-based top management team competence and sustained growth. Organization Science, 14(6), 707–719.

    Google Scholar 

  • Kraatz, M. S., & Moore, J. H. (2002). Executive migration and institutional change. Academy of Management Journal, 45(1), 120–143.

    Google Scholar 

  • Lane, P. J., & Lubatkin, M. (1998). Relative absorptive capacity and interorganizational learning. Strategic Management Journal, 19(5), 461–477.

    Google Scholar 

  • Leblebici, H., & Shah, N. (2004). The birth, transformation and regeneration of business incubators as new organizational forms: Understanding the interplay between organizational history and organizational theory. Business History, 46(3), 353–380.

    Google Scholar 

  • March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87.

    Google Scholar 

  • McAdam, M., & McAdam, R. (2008). High tech start-ups in University Science Park incubators: The relationship between the start-up’s lifecycle progression and use of the incubator’s resources. Technovation, 28, 277–290.

    Google Scholar 

  • Morris, M. H., Kuratko, D. F., Schindehutte, M., & Spivack, A. J. (2012). Framing the entrepreneurial experience. Entrepreneurship Theory and Practice, 36(1), 11–40.

    Google Scholar 

  • Mosey, S., & Wright, M. (2007). From human capital to social capital: A longitudinal study of technology-based academic entrepreneurs. Entrepreneurship Theory and Practice, 31(6), 909–935.

    Google Scholar 

  • Ng, T. W., & Feldman, D. C. (2010). The impact of job embeddedness on innovation-related behaviors. Human Resource Management, 49(6), 1067–1087.

    Google Scholar 

  • Oliver, C. (1997). Sustainable competitive advantage: Combining institutional and resource-based views. Strategic Management Journal, 18(9), 697–713.

    Google Scholar 

  • Patton, D., & Marlow, S. (2011). University technology business incubators: Helping new entrepreneurial firms to learn to grow. Environment and Planning C: Government and Policy, 29(5), 911–926.

    Google Scholar 

  • Pena, I. (2004). Business incubation centers and new firm growth in the Basque country. Small Business Economics, 22(3–4), 223–236.

    Google Scholar 

  • Penrose, E. T. (1959). The theory of the growth of the firm. Oxford: Oxford University Press.

    Google Scholar 

  • Politis, D. (2005). The process of entrepreneurial learning: A conceptual framework. Entrepreneurship Theory and Practice, 29(4), 399–424.

    Google Scholar 

  • Schwartz, M. (2009). Beyond incubation: An analysis of firm survival and exit dynamics in the post-graduation period. The Journal of Technology Transfer, 34(4), 403–421.

    Google Scholar 

  • Schwartz, M. (2013). A control group study of incubators’ impact to promote firm survival. The Journal of Technology Transfer, 38(3), 302–331.

    Google Scholar 

  • Schwartz, M., & Hornych, C. (2010). Cooperation patterns of incubator firms and the impact of incubator specialization: Empirical evidence from Germany. Technovation, 30(9–10), 485–495.

    Google Scholar 

  • Scillitoe, J. L., & Chakrabarti, A. K. (2010). The role of incubator interactions in assisting new ventures. Technovation, 30(3), 155–167.

    Google Scholar 

  • Shane, S. (2000). Prior knowledge and the discovery of entrepreneurial opportunities. Organization Science, 11(4), 448–469.

    Google Scholar 

  • Shane, S., & Venkataraman, S. (2000). The promise of entrepreneurship as a field of research. Academy of Management Review, 25(1), 217–226.

    Google Scholar 

  • Sine, W. D., Mitsuhashi, H., & Kirsch, D. A. (2006). Revisiting Burns and Stalker: Formal structure and new venture performance in emerging economic sectors. Academy of Management Journal, 49(1), 121–132.

    Google Scholar 

  • Spigel, B. (2017). The relational organization of entrepreneurial ecosystems. Entrepreneurship Theory and Practice, 41(1), 49–72.

    Google Scholar 

  • Stevenson, H. H., & Jarillo, J. C. (1990). A Paradigm of entrepreneurship: Entrepreneurial management. Strategic Management Journal, 11(4), 17–27.

    Google Scholar 

  • Stinchcombe, A. (1965). Social structure and organizations. In J. March (Ed.), Handbook of organizations. Chicago, IL: Rand McNally.

    Google Scholar 

  • Stokan, E., Thompson, L., & Mahu, R. J. (2015). Testing the differential effect of business incubators on firm growth. Economic Development Quarterly, 29(4), 317–327.

  • Tamasy, C. (2007). Rethinking technology-oriented business incubators: Developing a robust policy instrument for entrepreneurship, innovation, and regional development? Growth and change, 38(3), 460–473.

    Google Scholar 

  • Tavoletti, E. (2013). Business incubators: Effective infrastructures or waste of public money? Looking for a theoretical framework, guidelines and criteria. Journal of the Knowledge Economy, 4(4), 423–443.

    Google Scholar 

  • Theodoraki, C., Messeghem, K., & Rice, M. P. (2017). A social capital approach to the development of sustainable entrepreneurial ecosystems: An explorative study. Small Business Economics, 51(1), 153-170.

  • van Weele, M. A. (2016). Unpainting the black box: Exploring mechanisms and practices of start-up incubators. Utrecht: Utrecht University.

    Google Scholar 

Download references

Acknowledgements

Funding was provided by Ewing Marion Kauffman Foundation (Grant No. 74538/A001).

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Tali Hadasa Blank.

Additional information

Publisher's Note

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Appendix

Appendix

1.1 Measurement Scale

Independent variables:

  1. 1.

    How many years of managerial experience (regarding people and/or projects) do you have? (1) None; (2) Less than 1 year; (3) 1–2 years; (4) 2–3 years; (5) 3–4 years; and (5) More than 4 years.

  2. 2.

    How many other businesses have you founded or co-founded? (1) None; (2) One; (3) Two; (4) Three; and (5) “More than three.

  3. 3.

    How much use has your team made of the mentoring program? On a five-point Likert scale: 1 (Never); 2 (Rarely); 3 (Sometimes); 4 (Often); 5 (Always).

Control:

  1. 1.

    Please specify your startup’s main sector: 1-Healthcare and Life Sciences; 2-Consumer Goods and Services; 3-Social Entrepreneurship.

  2. 2.

    How many years of previous general full-time work experience do you have? (1) None; (2) Less than 1 year; (3) 1–2 years; (4) 2–3 years; (5) 3–4 years; and (5) More than 4 years.

  3. 3.

    Gender: (0) Female (1) Male.

  4. 4.

    Age: Please specify your age: (1) Under 18; (2) 18–24; (3) 25–34; (4) 35–44; (5) 45–54; and (6) 55 +.

  5. 5.

    Team size: What is the total number of team members (including yourself) in your startup? Please include all types of people working in it, such as full-time, part-time, volunteers, and sub-contractors.

  6. 6.

    How many times has your team’s participation in the i-lab been renewed for an additional semester? (1) Never; (2) Once; (3) Twice; (4) Three-times; (5) More than three-times.

  7. 7.

    Maximum number of business opportunities the team identified: Please specify the business opportunities (up to 5) that you have identified for your startup technology/capabilities:

 

Product/service

Target customer

We initially decided:

To try to pursue it

To keep it as an option for a later stage

Not to pursue it

1.

     

2.

     

3.

     

4.

     

5.

     

Descriptive Statistics Summary:

 

Variable

Mean

SD

Min

Max

1.

Mentoring program

3.25

0.86

1

5

2.

Team’s managerial experience

1.99

1.35

0

4.5

3.

Team’s entrepreneurial experience

1.03

1.55

0

4

4.

Startup existence (Y/N)

0.70

0.45

0

1

Control variables

5.

Team’s work experience

2.93

1.45

0

4.5

6.

Founders’ age

2.86

0.50

2

4

7.

Team size

3.52

2.07

2

8

8.

Time at i-lab

1.15

1.27

0

2

9.

Max number of business opportunities

2.52

1.29

1

5

10.

Gender ratio

25.51

31.47

0

100

11.

Sector

1.71

0.77

1

3

Rights and permissions

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Blank, T.H. When incubator resources are crucial: survival chances of student startups operating in an academic incubator. J Technol Transf 46, 1845–1868 (2021). https://doi.org/10.1007/s10961-020-09831-4

Download citation

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10961-020-09831-4

Keywords

JEL Classifications

Navigation