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The aim of this paper is to establish the differences between the food and beverages (F&B) and technology-based industries with regards to the relation between previously identified success factors and innovation project performance.

These differences are established on the basis of logistic regression analysis, using 38 innovation projects (18 F&B and 20 technology-based).

Newness of the innovation project to the company, communication capabilities and market potential have a more negative impact on innovation project performance in the F&B than the tech-based industry. Especially functional upstream capabilities increase the likelihood of success in F&B, when compared to tech-based innovation projects.

While functional upstream capabilities are important for success of F&B innovation projects, there is still room for improvement in order to deal effectively with newness of the innovation project to the company. Internalization of resources from the network and a balanced radical/incremental innovation project portfolio contribute to additional enhancement of functional capabilities of the F&B companies, improving their capacity to deal with newness. Through a larger focus on co-innovation with retail, F&B companies can improve their intra- and inter-firm communication capabilities to attain more consumer-oriented integration of R&D and marketing activities, improving the market potential of their innovations.

This paper demonstrates that the previously identified critical success factors for innovation projects differ in impact and importance for F&B innovation project performance when compared to innovation projects in the technology-based industry.

The aim of this chapter is to present and analyze the role of public entrepreneurship programs in fostering technology-based entrepreneurship in Turkey. More precisely, the authors of the chapter present and analyze the public policy programs aimed at entrepreneurship that have been put into action in Turkey in the last 20 years. The particular focus is on the type of programs that have been introduced, what have they achieved so far, and their contribution to the economy in terms of technology-based entrepreneurship. Together with the statistics about the output of the programs, data are also provided by a series of interviews with technology-based entrepreneurs to develop a deeper understanding of the effectiveness of those programs. Recommendations and ideas are derived from the research to improve these programs.

The paper seeks to explore the development of an intellectual capital flow statement based on a framework that harnesses contemporary research on intellectual capital.

Case studies of wireless technology companies based in Canada are adopted to examine the interrelationship between intellectual capital components with a resource‐based view as well as deficiencies in their current financial reporting with respect to intellectual capital. An intellectual capital flow statement is proposed in order to capture the necessary characteristics.

This study confirms the inter‐relationship between components of intellectual capital and business growth performance among the selected cases of wireless technology companies. It suggests an “add‐on” disclosure of intellectual capital flow that would enhance the usefulness and predictability of performance.

This study is based on case studies of six wireless technology companies and may not be generalisable to other technology‐based companies.

The paper suggests a disclosure method for intellectual capital that mitigates problems with information asymmetry in technology‐based companies while maintaining harmony with current financial reporting practice.

This paper integrates prior studies and concepts in intellectual capital, technology management and financial accounting theory, aiming to develop an integrated framework for the disclosure of intellectual capital.

The purpose of this paper is to assess the level of innovation of products, processes and services in technology‐based incubated companies.

On the basis of this review, the stages of development of companies incubated in the Incubating Center for Technological Companies São Paulo, Brazil, were analyzed and through the integration of three different statistical techniques (factorial analysis, cluster analysis and logistic regression), a basis for analyses and considerations was obtained: the companies studied were segregated into clusters according to each one's stage of innovation.

A statistical model was estimated to calculate the probability of innovation of the companies – a methodological tool for evaluating the actual presence of innovation in technology‐based companies installed in incubators.

Owing to the nature of the sample chosen, the results might not be generalized to broader or international contexts.

The estimated model should contribute as an analytical tool to incubators in evaluating the probability of innovation in technology‐based incubated companies.

With the use of this analytical model, incubators should be more capable of developing strategies to stimulate innovation.

This paper reviews widely the contributions of authors concerning factors of innovation in order to present a model drawn from three different multivariate analyses. Furthermore, the theme of innovation assessment in technology‐based incubators has few contributions.

The availability of external equity finance is a key factor in the development of technology‐based firms (TBFs). However, although a wide variety of sources are potentially available, many firms encounter difficulties in securing funding. The venture capital community, particularly in the UK, has done little to finance early stage TBFs and has failed to cater adequately for the specific value‐added requirements of these firms. Non‐financial companies have the potential to become an important alternative source of equity finance for TBFs through the process of corporate venture capital (CVC) investment. Based on a telephone survey of 48 UK TBFs that have raised CVC, examines the role of CVC in the context of TBF equity financing. Shows that CVC finance has represented a significant proportion of the total external equity raised by the survey firms and has been particularly important during the early stages of firm development. In addition, CVC often provides investee firms with value‐added benefits, primarily in the form of technical‐ and marketing‐related nurturing and credibility in the marketplace. Concludes with implications for TBFs, large companies, venture capital fund managers and policy makers.

This chapter aims to analyze the participation of entrepreneurship studies from the perspective of capabilities and technology-based startups in Latin America, which implies considering capabilities from a perspective of innovation, technology, knowledge, and learning. The chapter conducts a bibliometric review from which the characteristics of the Latin American presence in the analysis of startups and related issues are identified. The analysis shows that Latin America has had a small but growing presence at the world level, as is the case with the treatment of the startups in the international arena, and where the topics of innovation and capabilities have been little addressed. A scheme is proposed based on which entrepreneurial capabilities are considered as a way of understanding the creation and trajectory of startup companies. In the trajectory of the startup companies, these capabilities unfold and grow through processes of integration of complementary resources and learning processes, which result in the construction of new capabilities that feed the further growth of the company.

The purpose of this study is to evaluate the after-sales strategy of an industrial equipment manufacturer.

The research study’s object is the Brazilian operation of a company belonging to a multinational group that designs, manufactures and installs technology-based equipment. The research method is qualitative modeling with a quantitative analysis. A literature review and a focus group with managers organized the after-sales strategy of the company in four constructs measured by 24 indicators. The constructs are technical assistance (TA), reliability management (RM), customer relationships (CRs) and spare part logistics (SL). A total of seven managers evaluated the importance and performance of the indicators.

TA, RM and CRs are lagging constructs (the importance is greater than the performance), whereas SL is a leading construct (the opposite). The study proposed four strategic actions that change the type of emphasis that the company poses to service: from in-house to field maintenance service, from correction to prevention reliability improvement, from technical- to customer-focused relationships and from direct to integrated logistics service.

The study limits to the case of a technology-based manufacturing company.

The strategic movement reallocates resources from leading indicators to lagging indicators in a sharp, clear movement of forces in the company.

The main contribution is a structured method to evaluate and control the strategic performance of an industrial equipment manufacturer in after-sales activities.

Radical innovation is still a debated concept in the field of innovation management. Very often, firms cannot pursue radical innovation due to the lack of access to markets, right expertise and financial resources. This issue is even more relevant nowadays, as companies have started to open their innovation activity to external partners. Despite the surging interest in the topic of radical innovation in a context of open innovation, scholars have shown how it can be difficult for companies to achieve the desired outcomes because of a failure to implement the right organizational forms of collaboration with external partners. The paper examines how companies implement successful open innovation cases that lead to successful radical innovations through dedicated organizational forms of collaboration.

The present article leverages three qualitative cases of open innovation projects where SAES group (or the “Company”), an Italian technology-based company, has exploited open innovation through dedicated organizational forms of collaboration to pursue radical innovation.

The findings show how the analyzed cases have required the Company to implement three different forms of collaborations: (1) equity alliance, (2) acquisition and (3) joint venture to pursue radical innovation. In addition, the results give some suggestions about the decision-making processes of the Company and show how a set of both rational and soft factors, such as technical, cultural, geographical, dimensional and human, have to be considered in implementing open innovation for radical innovation.

The results of this study reinforce and enrich existing research on the factors that decision-makers can evaluate for deciding which open innovation modes are the most suitable for leading to successful radical innovations.

The purpose of this paper is to bring better understanding to how involving users in the development process of new mobile phone services can increase understanding of the overall service experience in a technology‐based service setting.

The paper is based on an experimental setting which aims to emulate the involvement of users in a service development process in order to provide information regarding the overall service experience. This is done by letting users evaluate both user‐ and company‐created services.

Users are found to be an important information source when it comes to understanding the overall service experience of technology‐based services. The paper shows that users are to some extent better at coming up with services regarding value in use. The findings show that some of the most important experience outcomes that are demanded, functionally related outcomes, are better met by user‐created services.

The paper provides empirical evidence regarding the importance of a user perspective when it comes to understanding both the functional and emotional parts of the overall technology‐based service experience. The result of this paper implies a more advanced user focus during service development in order to be able to know what it is that creates value for technology‐based service users. Just how technology‐based services are functionally and emotionally experienced by their users is a fairly new research area and more empirical studies regarding this subject will be called for in the future.

This paper provides evidence of the importance of a user perspective when creating value propositions for technology‐based service users. From a managerial point of view, it is of interest to see whether it will be possible to learn more about the users' service experience of technology‐based services by involving them in the development process.

The focus of this chapter is assessment of effectiveness of support infrastructure for technology-based businesses. The chapter aims to examine the effects of physical infrastructure including incubators and science parks on the level of innovation activity and performance of new technology-based firms. It reviews evidence from Western countries comparing various assessments of the impact of science parks on the firms. The chapter is set to examine the development of the science park movement in Russia; it explores the empirical evidence from a case-study university in an attempt to analyse the shortcomings in present state of the support infrastructure in Russia from point of view of technology-based companies.