자연주의적 탐구조사(Naturalistic Inquiry)

Open Innovation: The New Imperative for Creating and Profiting from Technology

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

/pdf/social-capital-a-theory-of-social-structure-and-action-4m7poq6byy.pdf

Social capital: a theory of social structure and action

We study network activities of entrepreneurs through three phases of establishing a firm in four countries. Entrepreneurs access people in their networks to discuss aspects of establishing and running a business. We find that entrepreneurs build networks that systematically vary by the phase of entrepreneurship, analyzing number of their discussion partners, and the time spent networking. Entrepreneurs talk with more people during the planning than other phases. Family members are present in their networks in all phases, particularly among those who took over an existing firm. However, women use their kin to a larger extent than men, and even more than men when they take over an existing firm. Experienced entrepreneurs have the same networking patterns as novices. Moreover, these networking patterns are the same in all countries. However, there are country differences in size of discussion networks and time spent networking.

Social Networks and Entrepreneurship

Building Entrepreneurial Platforms and Innovative Hotspots: Science and Technology Based Regional Development in the Netherlands

High-technology starters do not operate in a vacuum and innovation is not a solitary activity. The activities of technology-based firms are embedded in socio-economic networks with other companies, investors, universities, vocational institutions, etc. The geographical proximity of those institutions and infrastructural hubs will partly play a role in determine the location of ICT firms decision. Furthermore, many high-tech companies shape clusters around areas where their major customers are located. The topic of this paper is regional clustering Enright, 1992; Rosenfeld, 1997within the context of Internet and ICT technology. A dynamic model previously developed for the analysis of ICT-entrepreneurship and networking will be applied to make a critical analysis of five ICT-clusters in the Netherlands and Flanders (Northern part of Belgium): the Louvain Technology Corridor, Flanders Language Valley, Amsterdam Alley, Dommel Valley, and Twente.

https://papers.ssrn.com/sol3/Delivery.cfm/10459.pdf?abstractid=1008394&mirid=4

Willem Hulsink

Papers

Building Entrepreneurial Platforms and Innovative Hotspots: Science and Technology Based Regional Development in the Netherlands

Silicon Valley in the Polder? Entrepreneurial Dynamics, Virtuous Clusters and Vicious Firms in the Netherlands and Flanders

Entrepreneurship and science-based venturing: The case of vaccine development

Much ado about nothing? The role and contribution of incubators in promoting entrepreneurship

A. Waterloo of Utility Liberalization? How great deregulation expectations were dashed by the Dutch water industry in the 1990s'