Sylvie Sammut

Toward a typology of incubators based on HRM

The fact that there are major differences between one incubator and another has resulted in many authors working on multiple typologies. Although these typologies are relatively common in the literature, they all tend to use the same classification criteria (objectives of the structures, funding, etc.). In this article, we hope to broaden the viewpoint to human resource management (HRM) within incubators. We defend the theory that the differences between incubators are not only found at the level of their objectives or their funding, but also at the level of their HRM policies. Through conceptual reflection, we thus propose HR management that is specific to each type of structure, based on Pichault and Nizets configurational approach (2000), as well as on Mahé de Boislandelles social mix (1993).

Measuring Nonprofit Incubator Performance: Toward an Adapted Balanced Scorecard Approach

The number of business incubators in the world has risen dramatically, with many regions promoting nonprofit incubators. Yet declines in public funding have brought to the fore a key question about how well they perform. Both policymakers and incubator managers therefore stand to benefit from reliable tools to monitor performance. In this paper, we present a scale to measure incubator performance based on the research literature on incubator performance and management control. We used the balanced scorecard as a basis for thought about how best to develop a model of nonprofit incubator performance. Data collected from 121 incubator managers show that performance can be assessed along four constructs: local development performance, incubatee satisfaction, incubation processes, and learning. This tool comprises a broad range of performance indicators and, perhaps more importantly, may help incubator managers to better run their organizations and regional policymakers to better evaluate their entrepreneurship policies.

Drivers of growth: the case of French academic spin-off

Academic spin-offs (ASOs) have developed considerably in France since the 2000s. However, despite a strong increase in the number of new ventures, little is known about their ability to experience and sustain growth beyond the first five years. Based on a sample of 118 French ASOs from the same generation, this article analyses the factors that determine their growth during the development phase. These factors are derived from a resource-based view (RBV) and a dynamic capabilities approach (DCA). The results of our quantitative study show that four factors determine the growth of ASOs: entrepreneurial orientation (and broader cognitive resources), the acquisition of skills in the entrepreneurial process, the amount of public and private financing, technological capabilities and support programs.

New venture legitimacy and entrepreneurial support

Many of todays entrepreneurs opt for a period in an incubator in order to take advantage of the assistance, support and enhanced legitimacy that incubators offer. Yet these entrepreneurs do not all have the same expectations. To determine the characteristics that differentiate entrepreneurs in the new venture process, we crossed two complementary perspectives: neo-institutional theory and the opportunity-based approach. We developed a conceptual framework to take into account four key variables in the entrepreneurial process: the search for legitimacy, opportunity pursuit, role of networks, and new venture support. Our results showed that entrepreneurs can be differentiated on the basis of competitive and professional legitimacy. Our analyses further indicate that the degree of professional legitimacy possessed by the entrepreneur has an impact on expectations for the incubator.