A Real Options-Driven Theory of Business Incubation
By Sean M. Hackett, David M. Dilts. 2004
324 citations recorded by the source corpus.
Subfields: Accounting, Finance
View Paper: https://www.semanticscholar.org/paper/7456e71d09918bb731611dc31795f0e3eb7c2bef
How researchers see this paper
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In Accounting
- Tzameret H. Rubin
- Anna Bergek
- A. Stead
- Tor Helge Aas
- M. V. Geenhuizen
- Rodney McAdam
- C. Norrman
- Danny Soetanto
In Finance
Citations in the corpus
- The Conflicting Cognitions of Corporate Entrepreneurs (2007, unknown): “As such, corporations might consider potential internal ventures as options that can be cashed in when the probability for success crosses a certain threshold (Hackett & Dilts, 2004; McGrath, 1999).”
- Situated regional university incubation: A multi-level stakeholder perspective (2016, background): “These empirical findings provide new insights as to the influence high salience stakeholders on incubation models (Hackett and Dilts, 2004; Alsos et al., 2011) and questions regional policy which dictates that incubation should involve co-creational models where government, industry, end users and u”
- Knowledge flow in Technological Business Incubators: Evidence from Australia and Israel (2015, methodology): “…different organizational structures, services provided, objectives and institutional affiliations creates some difficulties in generalizing knowledge about the incubator phenomenon and also creates difficulties in ascertaining the actual size of the incubator population (Hackett and Dilts, 2004b).”
- Incubator best practice: A framework (2008, background): “Hackett and Dilts (2004a) observe that business assistance approaches may differ with regard to time intensity (percentage of working hours devoted to monitoring and assisting incubatees), comprehensiveness (the degree to which assistance includes strategic and operational assistance as well as…”
- Academic spin-offs at different ages: A case study in search of key obstacles to growth (2009, background): “…years, spin-offs need to organize access to these resources with success critically depending on presence of key suppliers in their environment, such as customers and investors, and on capabilities in networking with them (e.g., Hackett and Dilts 2004; Hoang and Antoncic 2003; Walter et al. 2006).”