Organizational Blueprints for Success in High-Tech Start-Ups: Lessons from the Stanford Project on Emerging Companies

By James N. Baron, Mike Hannan. IEEE Engineering Management Review, 2002

379 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2e5b03d33592f638fb1d2baa88bc6680f0d0f19d

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Citations in the corpus

How do technology clusters emerge and become sustainable? Social network formation and inter-firm mobility within the San Diego biotechnology cluster (2007, background): “…technology industries such as biotechnology, software, or semiconductors begin life as relatively simple project-based firms developed to recruit and incentivize teams of talented scientists and engineers to work on well defined technology development goals (Whitley, 2004; Baron and Hannan, 2002).”
Business Model Dynamics and Innovation: (Re)establishing the Missing Linkages (2011, background): “Baron and Hannan (2002), for example, emphasize that one of the most intriguing findings of their research is the different mental models of entrepreneurs regarding the best organizational form for high-tech new ventures in similar circumstances.”
Are You Experienced? Prior Experience and the Survival of New Organizations (2007, background): “In this respect, founders are likely to replicate the organizational setup of parent firms, as found by Baron et al. (1999) and Baron and Hannan (2002).”
“What’s Past Is Prologue” (2015, background): “Similar studies trace the influence of founders on organizational structure and strategy through the development of employment models and blueprints (e.g., Baron, Burton, & Hannan, 1999; Baron & Hannan, 2002).”
HRM in the SME sector: valuable employees and coercive networks (2005, background): “These changes may reflect the adoption of new practices among existing SMEs as well as an increase in the number of small knowledge intensive firms that are profoundly dependent upon human resource expertise in order to recruit, select and retain talented staff (Baron and Hannan, 2002 ).”
Is passion contagious? The transference of entrepreneurial passion to employees (2008, background): “Yet entrepreneurs do not act alone; successful recruitment and management of employees are critical factors influencing the success of emerging ventures (Baron & Hannan, 2002; Deshpande & Golhar, 1994; Hornsby & Kuratko, 1990).”
Small businesses in the new creative industries: innovation as a people management challenge (2011, background): “Small games studios share similar facilitators of and barriers to growth with the SME sector at large, and high technology enterprises specifically ( Baron and Hannan, 2002”
Should Investors Bet on the Jockey or the Horse? Evidence from the Evolution of Firms from Early Business Plans to Public Companies (2009, result): “Finally, our results relate to a debate in among sociologists as to whether populations of firms evolve by adapting or by natural selection.”