Business incubators and new venture creation: an assessment of incubating models

By Rosa Grimaldi, Alessandro Grandi. 2005

814 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/52d3380b3aed439a1e14ae6fad9661bddeee12c3

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Citations in the corpus

Revisiting incubation performance (2012, neutral): “We agree with those authors who believe university incubators do not need to have a focus on technology [6,15] rather than those who strongly believe in a technology focus of university incubators [9,18].”
Strengthening science, technology, and innovation-based incubators to help achieve Sustainable Development Goals: Lessons from India (2020, neutral): “, 2014), the underlying goals under which a specific incubator was set up (Bergek and Norrman, 2008), and the different incubation strategies or incubation business models applied in relation to various goals (Clarysse et al., 2005; Grimaldi and Grandi, 2005).”
Service-based differentiation strategies for business incubators: Exploring external and internal alignment (2012, background): “These changes in the incubation market have prompted scholars to devote more attention to how incubators can strategically position themselves (e.g., Chan and Lau, 2005; Grimaldi and Grandi, 2005; Schwartz and Hornych, 2008), especially as start-up entrepreneurs seek complementary assets (Wright et ”
Situated regional university incubation: A multi-level stakeholder perspective (2016, background): “…technology trampolines which reflect a shift from tangible office space to more intangible, flexible and high value services which involve external knowledge capability building, experiential learning, networking and synergies (Grimaldi and Grandi, 2005; Bikfalvi et al., 2007; Criaco et al., 2013).”
Understanding a new generation incubation model: The accelerator (2016, background): “…corporate entrepreneurship illustrates how large companies, similar to universities, rely on quasi-internal activities and develop in-house incubation facilities to assist new start-ups as a means to source new ideas (Becker and Gassmann, 2006; Grimaldi and Grandi, 2005; Hill and Birkinshaw, 2014).”
Beyond incubation: an analysis of firm survival and exit dynamics in the post-graduation period (2009, background): “For instance, post-graduation failure rates and the probability of survival may differ between diversified and more specialized incubators (Aerts et al. 2007; Schwartz and Hornych 2008), between non-profit and profit-oriented incubators ( Grimaldi and Grandi 2005 ), or according to the service profi”
How network-based incubation helps start-up performance: a systematic review against the background of management theories (2017, background): “Researchers have tried to keep up with the changing nature of incubation (Grimaldi and Grandi 2005; Hackett and Dilts 2004).”
Entrepreneurial practices in research-intensive and teaching-led universities (2016, background): “…literature on research commercialisation highlights the positive effects of having in place formal mechanisms and structures such as technology transfer offices (TTOs), intellectual property rights protection (IP) and incentive measures (O’Shea et al. 2005; Kirby 2005; Grimaldi and Grandi 2005).”