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The purpose of this paper is to examine the role of founding team experience (industry and venturing) in new venture creation. This paper posits the following questions: How does founding team experience influence the likelihood of new venture creation, in the nascent stage? How does industry context moderate this relationship? The study aims to fill an important gap in the literature by unpacking the impact of different types of founding team experiences on venture outcome, and by focusing on the influence of founding team in the venture creation process, specifically at the nascent stage.

The paper utilizes data from the Second Panel Study of Entrepreneurial Dynamics, a longitudinal data set of 1,214 nascent entrepreneurs in the USA. Logistics regression was employed to analyze the effect of founding team experience on new venture creation. Post hoc analysis was conducted to ensure the confidence of the findings.

The paper provides empirical insights about how founding team experience influences the likelihood of new venture creation in the nascent stage. At the nascent stage, founding team industry experience positively affects new venture creation while founding team venturing experience does not. However, in the high-technology industry environment, the influence of the founding team’s venturing experience on new venture creation is stronger than that in the low-technology industry environment.

Due to the design of the data set, there is a risk of “right-censoring” problem. Also, because the study used archival data on founding teams, the methodology did not allow for uncovering the underlying team processes and dynamics during the venture creation process based on learning from experience. Future studies are encouraged to examine other types of founding team experience and the underlying process-level factors on venture creation.

The paper provides important practical implications for nascent entrepreneurs/entrepreneurial teams on team assembling and composition. In general, a team with higher-level industry experience is critical for venturing success. A team with higher-level venturing experience is more desired in the high-technology industry.

This paper fulfills an important gap in the entrepreneurial team literature by highlighting the complex and nuanced ways in which founding team experience influences the likelihood of venture creation in the nascent stage of the firm, especially after incorporating the additional impact of the industry context.

The case builds upon the theoretical literature in strategy and decision-making under uncertain, complex and ambiguous situations inherent in nascent industries (Eggers and Moeen, 2019). It also bases its analysis of the central decision in the case, the merger between Aphria Inc. and Tilray, on the pertinent literature on mergers and acquisitions (DePamphilis, 2015). DePamphilis (2015). Mergers, acquisitions, and other restructuring activities: An integrated approach to process, tools, cases, and solutions. 8th ed. Academic press, San Diego, CA. Eggers and Moeen (2019). Entry Strategy for Nascent Industries: Introduction to a Virtual Special Issue. Strategic Management Journal. 42 (2), pp. 1–15.

Assessing/reassessing sources of competitive advantage and recognizing how changes in policy and technologies and globalization can change industry dynamics. Identifying the challenges that companies face when developing strategy in nascent and emerging industries and the related (sub)sectors. Analyzing a merger and deciding if it is warranted, financially and strategically. Applying industry analysis to understand dynamic forces impacting an industry, the attractiveness of an industry and how industry structures affect a company’s strategy.

The global cannabis industry emerged after Canada, selected states in the US and some other countries across the world started to legalize recreational and/or medical cannabis. Similar to any industry in its nascent stages, the industry structure was undefined, product definitions and categories were unclear and competitive landscape was evolving. It was key for decision makers such as Irwin Simon, the CEO of Aphria Inc., to devise a strategy that would enable the firm to navigate the tides of the nascent industry. Simon had a background in consumer packaged goods industry and was a proponent of gaining market power through industry consolidation moves such as mergers and acquisitions. In 2020, encounters with Tilray’s CEO presented Simon with a merger opportunity with potentials for complementarities and cost savings. The challenge for Simon was to convince the Aphria’s shareholders that the potential gains from this move outweighs its challenges.

Strategy courses (undergraduate and graduate level) • During a session on nascent industry analysis, to illustrate how companies decide whether to enter a market, how to grow and position themselves. • During a session on mergers and acquisitions, to illustrate how a company can use such strategies to gain market power and pursue consolidation. International business courses (undergraduate and graduate level) • During a session on navigating the tides of an industry that is in its nascent stage, both at the individual country level and at the global level. Cannabis industry courses (undergraduate level) • During a session on the national and global prospects of the industry from an investment, entrepreneurial or policy-making perspective. • During a session on mergers and industry consolidation strategies.

Drawing from legitimacy and institutional entrepreneurship theory, this study assesses the naming patterns of entrepreneurial firms in the US biotechnology industry.

The authors use a mixed-methods design of content analysis and regression to analyze a sample of 441 entrepreneurial biotechnology firms, for which data were obtained from Net Advantage. The authors track changes to the proportion of firms with naming attributes, such as name length and type of name. The authors also examine variability in those characteristics during the industry's evolution, comparing freestanding to acquired start-ups.

Start-ups select names that are longer, more descriptive, begin with rare sounds or hard plosives and have stronger discipline- or technology-specific links during nascent years of the industry. As the industry evolves, entrepreneurs are more likely to select names that are shorter, more abstract, begin with hard plosives and have stronger industry-specific links. The naming patterns of freestanding and acquired companies differ, and companies that conform to industry pressures tend to remain independent.

Unlike extant studies that assess established industries, the current study identifies shifting trends in the naming patterns of entrepreneurial firms in an emerging industry. By focusing on start-ups, the authors expand research on organizational naming practices, which focuses traditionally on name choices and name change patterns of incumbents. By using marketing and linguistics methods when analyzing organizational name attributes, naming patterns in these attributes are identified, including name length, name type, starting letter of the name and link to the industry.

This study aimed to investigate the level of adoption of digital marketing by cannabis vendors in the state of Colorado.

The study surveyed a random sample of 30 cannabis vendors in the state of Colorado. The analysis of the vendors’ use of digital marketing methods was conducted using a rubric based on a modified 7C Framework.

In the state of Colorado, the cannabis industry is nascent and has made an initial investment in digital marketing. While most companies had deployed a website, these websites featured basic elements of digital marketing. Though limited, the industry has made initial attempts to engage customers in a socially responsible manner. The industry would also benefit from better age verification, educational programs and profit sharing.

The study furthers the application of 7C Framework used in evaluating e-commerce sites for cannabis marketing.

Research focuses on factors that affect nascent entrepreneurs’ decision to create a start-up but research in the field of open data contests has not been investigated yet. So, there are no conclusions about the enhancement of entrepreneurship through the hosting of contests. This chapter aims to examine the factors that affect the decision of establishing a start-up by developers who have participated in open data contests. Interviews were conducted with developers who participated in hackathons and they aimed to launch their apps and establish start-ups. The obstacles were the limited support, marketing activities, and the lack of free data.

So far fourth generation (4G) has not been well defined technically, functionally or commercially despite conceptual research having been quietly under way since 1998. But as we have not fully rolled out and digested 2.5G, let alone 3G, why on earth should we be interested in a still further mobile technology? And how will WiFi, WiMAX and existing networks figure in all of this? The answer is that 4G will fundamentally advance the way we use mobile and existing networks and repair the problems of 3G. If allowed to, 4G can take us from radio technologies and concepts of the 1920s into the next era of radio communications using “open spectrum”. And 4G may be able to answer many cost and technical problems of the earlier mobile systems. Once its technical blueprint is worked out, 4G faces enormous challenges, far more than the technical, in commercial/political battles with what it could replace. We examine its challenges here, also considering regulatory policy, which would require that the mobile element is seen as only one of at least six components. The different scenarios for its early development are also briefly reviewed.

The purpose of this paper is to review contributions made to the strategic question about human capital development issues in the hotel industry in Nigeria and how they can be addressed.

Based on the strategic question, a critical analysis of each contribution was carried out to identify the key themes, and then the issues, impacts and proposed solutions related to each theme.

The findings show eight key themes related to the human capital development question in the hotel industry in Nigeria.

The findings create a framework to kick-start a conversation by all stakeholders in the hotel industry in Nigeria. The lack of reliable data in many areas is a limitation in reaching empirically based quantitative conclusions. It would be useful to include a wider range of stakeholders in the conversation.

All ten articles have contributed different perspectives to the conversation; all confirm that an engagement of all industry stakeholders is critical if a sustainable resolution is to be achieved.

Taiwan has been one of the economic success stories of East Asia. It has moved from a position of backwardness to being at the forefront of technological development in a number of key sectors such as computing. It has progessed from being a sub‐contractor to being a major regional operations centre. Once Taiwan was associated with goods that were cheap but had low quality. Now it has established a number of brand names that are regarded globally as being of the highest quality.

This research recognizes the importance of the founding conditions of a firm. A new construct, Founding Time (FT) has been conceptualized, measured, and validated to represent one of the founding conditions of a firm. FT is then used to understand the phenomena of growth of firms.

The impact of FT on the growth of a firm has been examined. This examination reveals that there is a certain zone of FT, which seems to result in high firm growth rates. This research also establishes that there is an optimum for the FT of a firm.

A multimethod approach has been used which includes econometric modeling and case studies. This approach has allowed us to triangulate the results of FT in this research.

Past entrepreneurship research has emphasized the importance of the context of the entrepreneur (e.g., personality) along with environmental characteristics as predictors of the success of new ventures. Additional literature has expanded our understanding of how implementation processes such as business planning, social networking, and external financing may be key to new venture performance. This paper offers 12 propositions that link these two literatures. Specifically, we argue that the personality and goals of the entrepreneur, as well as the dynamism and munificence of the environment, may affect how well implementation processes enhance new venture performance.