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Established companies often engage with startups as a way to improve their innovation performance. While there has been extensive discussion on the reasons, modes, and expected outcomes of these initiatives, there is still a need to understand more about how corporate engagements with startups (CEwS) evolve and how they can enhance a company’s innovation capability. This study proposes a framework of engagement strategies, discussing their purposes and implications to understand the subject better.

This study involved managers from twelve large, established companies across various sectors. The authors used a multicase approach to analyze their experiences and offer a framework for corporate-startup engagement.

The framework for corporate-startup engagement consists of four main strategies: (1) innovative improvement, (2) R&D expansion, (3) more value to corporate venture capital and (4) ecosystem articulation. The authors found that ecosystem articulation, which combines the potentials of the other three strategies, is the most sophisticated approach.

This study offers a systematic view of the CEwS phenomenon, identifying the various modes of engagement, the reasons for adopting each one and potential ways to advance and improve them. For managers, the study reveals the CEwS as a lever to build innovation capabilities over time.

This paper aims to conceptualize the digital behavior of startups and investigate the emerging behaviors about digital strategies of the Italian startup firms enrolled in the Startup Act policy initiative. Digital technologies were divided into intra- and inter-organizational digital infrastructures, and this categorization offers startups the opportunity to identify a set of enabling technologies that could be used to improve their digital strategies.

An empirical analysis has been conducted to investigate the degree of adoption of digital intra- and inter-organizational digital infrastructures in the entire population of 6,178 Italian firms listed in the Register of Innovative Startups.

The paper proposes a taxonomy bringing together four startup behaviors for adopting digital technologies: digital follower, technical influencer, social influencer and digital leader. From the perspective of policy makers, considering the financial efforts that public authorities are supporting in the last decade, implications are mainly concerned with policy measures aimed both to reinforce the overall adoption of digital technologies and to develop a balanced adoption of intra- and inter-organizational digital infrastructures.

Measures addressed to support female and foreign entrepreneurship could be useful to support a more dynamic and well-balanced cultural and racial contamination, thus improving the adoption of digital tools.

This paper aims to investigate how social media support startups in accessing international markets and interacting with foreign customers and stakeholders, focusing primarily on the social network LinkedIn.

Given the explorative research aim, the paper adopts a multiple case study approach, analyzing seven Italian food tech startups. 15 semi-structured interviews were conducted, also involving startup accelerators and a business angel to deepen the knowledge on the investigated phenomenon. In addition, a content analysis of the LinkedIn pages of the seven selected startups was conducted using NVivo 14 software.

The results of this study show that social media support startups to (1) diffuse brand awareness in international markets, (2) position their offering abroad and (3) develop relationships with international stakeholders to penetrate the local business. Furthermore, the main challenges and difficulties related to the use of social media by startups for these purposes were identified.

This study provides useful managerial implications to enable startups to strategically use social media to access international markets and connect with key foreign networks. Also from a policy perspective, incentives to support the expansion and consolidation of startups into international markets are crucial.

Although a vast literature has dealt with internationalization strategies, this study clarifies the role of social media in changing these dynamics speeding up startups’ access to foreign markets and identifying key local stakeholders.

Through the theoretical lens of social practice theory, the aim of this research is to investigate how business-to-business (B2B) high-tech startups build their brands in an omni-digital environment, particularly by focusing on the most important digital touchpoints implemented to interact with stakeholders.

A qualitative analysis was performed by conducting 36 semi-structured interviews with key informants operating in B2B high-tech startups, including founders, CEOs, managing directors, marketing managers and other actors from this sector.

The results reveal the enablers, inhibitors and specific objectives of startups in their brand-building processes across digital touchpoints in an omni-digital environment.

This study offers new theoretical insights into new ventures’ brand management strategies through the development of a theoretical framework in which the enablers, inhibitors and specific objectives of the brand-building process of startups are identified. Although the recent literature has addressed the topic of startup brand building, this is the first study, to the authors’ knowledge, focused on the brand-building process of B2B high-tech startups in an omni-digital environment.

This study examines the pattern of entry mode strategies of large U.S. and Japanese firms in the years 1987 to 1993. By following a total of 972 transactions, we found the country of origin of the investment had the most significant effect on the entry mode strategy. Further analysis indicated that U.S. firms favor acquisitions, followed by joint ventures and startups, whereas Japanese organizations prefer joint ventures to acquisitions and startups. In general, multinational firms from both countries avoid startups. Our findings suggest that governments should encourage U.S. investment if they are seeking capital inflows, but encourage Japanese involvement if they want locals to have greater operational control.

The purpose of this paper is to compare Fortune 200 and top startup chief executive officers’ (CEOs) communication strategies on Twitter and the effectiveness of these strategies in influencing public engagement. Specifically, guided by the dialogic communication theory and social presence theory, this study explored CEOs’ use of dialogic communication, social presence strategies and message tactics. Additionally, public engagement on Twitter measured by total number of likes, retweets and comments was associated with communication strategies utilized by CEOs.

This study employed the quantitative content analysis. A total sample of 720 posts from 36 CEOs were selected and analyzed. Drawing from prior studies, a coding scheme was developed and employed during the coding process. Two authors of this study served as coders and reached satisfactory inter-coder reliability. A series of χ² tests and negative binomial regressions were conducted for data analysis.

Neither Fortune 200 CEOs nor top startup CEOs fully utilized dialogic principles for Twitter communication. Although Fortune CEOs seemed to be experts in strategically tailoring messages and therefore present themselves on Twitter in a friendly manner, startup CEOs demonstrated a higher level of authenticity, animation and informality. Findings are mixed regarding the direction of associations between dialogic principles and public engagement.

This study expands the application of dialogic principles in examining online executive communication and its influence in public engagement on Twitter. This study was among the first that examined executive leadership communication in the context of social media setting. In this sense, the study shifted the internal focus of leadership research to investigating leaders’ interaction with a variety of online publics.

Bike-sharing is popular worldwide, and it has led to a new development direction in green transportation. However, the collapse of many bike-sharing startups and residual social problems has brought about contradictions and challenges to the development of the industry. The purpose of this paper is to determine how internal factors affect the survival of bike-sharing startups.

The authors used binary logit regression as the measurement model to conduct an empirical analysis based on 137 bike-sharing startups in China. The study focuses on using traditional theoretical evidence and considers the uniqueness of the industry to jointly explore the survival factors that influence the emerging business model of bike-sharing.

The results show that entrepreneurial team size and differentiation strategy positively influence survival. Founder-CEOs have a negative impact on survival. Founders' entrepreneurial experience and venture capital have no significant influence on survival.

The results verify the role of traditional survival factors in the new business model of sharing economy and fill the research gap on the survival strategy of startups. This study offers a unique perspective for researchers to better understand the sharing economy industry and provides practical guidance for entrepreneurs and investors to enter the market.

The author presents a tried-and-tested strategy for how startups can systematically and efficiently negotiate partnerships with established companies.

The concept consists of three elements: strategic balance, stakeholder alignment, and negotiation space. Real-world examples illustrate how this strategy can be applied.

The “strategic balance” element weighs the strategic benefits of the partnership against the strategic costs. This determines the negotiation strategy. The “stakeholder alignment” element gives due consideration to the interests and priorities of all stakeholder groups. Lastly, the “negotiation space” element is instrumental in streamlining the negotiations by focusing on the issues that are actually negotiable.

The concept can generally be applied to all aspects of negotiations between startups and established companies and has a long and proven track record in the real world. The issue of strategic balance in particular is useful in recognizing the strategic costs, which are sometimes hard to discern and only manifest themselves down the road, and comparing them with the strategic benefits, which are frequently obvious. A careful stakeholder alignment increases the chance that negotiations will succeed while building a foundation for constructive collaboration in the eventual partnership.

Startups that use this tried-and-tested strategy have a tool that can help them systematically and efficiently negotiate partnerships with established companies. The tool also helps the partners recognize early on whether negotiations actually have any prospect for success. The concept can also serve as a guideline for a corporate in negotiating a successful partnership with a startup.

The purpose of this paper is to identify luxury-specific entrepreneurial success factors that, in addition to the well-established general success factors of startups, drive the performance of startups in the luxury industry. The study proposes a contingency perspective on the success factors of startups by examining entrepreneurial excellence in one specific context, the luxury context.

The study uses a qualitative research design, with 24 semi-structured in-depth interviews with senior executives of Swiss luxury startups as key informants. The data is analyzed using the grounded theory approach.

The study develops a new construct of entrepreneurial luxury excellence consisting of two dimensions, resource-related excellence and strategy-related excellence, and identifies the underlying specific success factors related to these two dimensions of entrepreneurial luxury excellence.

The study advances research on strategic entrepreneurship as it combines a holistic approach to managerial success factors of startups with a contingency perspective on them. It also adds to the existing body of research on luxury management where studies with a focus on industry newcomers are still a new domain.

The study makes important implications for luxury entrepreneurs and other stakeholders (e.g. investors) by showing that the success factors of luxury startups might differ from those of startups in other industries.

The paper identifies a new construct – entrepreneurial luxury excellence.

In uncertain and emerging conditions, businesses must adopt new strategies to compete and survive the changing and unstable environment. This research seeks to investigate the role of dynamic capabilities in the competitiveness of startups, emphasizing resilience and strategic alignment.

Isfahan Scientific and Research Town has always been a pioneer in the field of science and technology in Iran and is known as the most extensive technology and knowledge-based complex in Iran. The sample size of 300 companies active in the startup field was selected using a simple random sampling method. Questionnaires were collected from the managers of technological startup companies in Isfahan, and the SEM model was used to analyze the data.

This research shows that dynamic capabilities in terms of coordination, flexibility and integration significantly impact competitiveness. Resilience and strategic alignment also increase the organization’s performance and strengthen the organization in gaining a more competitive advantage in the industry.

Finally, dynamic capabilities indirectly affect competitiveness through resilience and strategic alignment. This shows a need for strategic alignment and resilience to change advantage shape in dynamic conditions.