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Lucerne University of Applied Sciences and Arts (LUASA) uses a holistic approach to foster entrepreneurial thinking and behavior of students and employees. Students and participants of the program shall be motivated to start own ventures during the study program or later in the life.

An entrepreneurial eco-system shall be built and a close partnership with regional key actors established.

A combination of Design Thinking and Lean Start-up is used for the entrepreneurial education. Fostering experimentation, early customer feedback, and interdisciplinary teamwork is essential. An enhanced Lean Canvas version is used for having a guideline to work on the important questions and documenting the learnings in the iterative process.

The program “Smart-up” of LUASA is running since three years as a pilot in two departments and is now rolled out to the entire University. Since program start more than 120 start-ups have been founded.

In all study programs, an “entrepreneurial track” is defined and students can earn credits while working on their own projects. Two interdisciplinary modules are offered. The proposed Smart-up Lean Canvas has been proven to be a key tool to develop innovative ideas in start-ups and in existing companies.

The combination of Design Thinking and Lean Start-up in a holistic setup proved that students can learn the methods and tools and are able to use them now or later as entre- or intrapreneurs.

Students are motivated to start their own business, meet role models and participating at different (networking) events.

The combination of Design Thinking and Lean Start-up with analytical approaches like Systems Thinking and Data Analytics supports the problem understanding and solution (product/service and business) design.

The sport system is currently changing to take advantage of more entrepreneurial forms of business ventures. Sport start-ups have emerged as a new type of sport venture that can quickly enter the marketplace based on demand. The reason for this growth is due to innovation and knowledge capabilities being needed in sport organizations. This chapter examines the role of sport start-ups in the knowledge economy by focusing on the role of sport technology. This enables a better understanding about how sport entrepreneurship is leading to the formation of different types of businesses that can utilize entrepreneurial finance.

The purpose of this paper is to provide a systematic review of literature on corporate engagement with start-ups (CEWS) by identifying the modes, contexts, antecedents, barriers and outcomes. As an emerging field, CEWS presently has no such review available which will help in building consensus within the field and shape future research directions.

The study followed a two-phased systematic review of literature. Three research databases (i.e. Web of Science, ScienceDirect and SCOPUS) were accessed to gather and conduct the review. Of the total 379 papers retrieved, 63 total relevant papers were studied and analysed. The exhaustive review of literature helped to uncover the contexts, perspectives, antecedents, outcomes and barriers reported across the different modes of CEWS.

The study highlighted the five prominent modes of CEWS favoured by large corporations and start-ups. It found that the large corporations and start-ups associate with one another on the basis of complementarities of activities, resources and motives to pursue their strategic orientations. The engagements also face barriers on the ground, such as incompatibility of goals, power imbalances, cultural differences and weak engagement plans. Most important contexts seen were the high-technology industries in the developed economies like the USA and Europe. It also found that ecosystem creation, accessing innovation and corporate strategy have been preferred as the most productive modes of CEWS in the literature.

This review provides practitioners with a detailed list of the modes and drivers of CEWS. Subsequently, the barriers that need to be managed to successfully execute a specific mode of engagement. This shall enable the practitioners in developing and adopting the best practices while engaging with the start-ups to better facilitate the outcomes of CEWS.

To the best of the authors’ knowledge, there is no systematic literature review available in the domain of CEWS – thus, this study makes an important methodological contribution to the field. By consolidating the fragmented yet growing knowledge on CEWS, the study presents a detailed understanding of what drives and obstructs the engagement between large corporations and start-ups.

This study aims to develop and test a conceptual model of business students' intention to establish a start-up business that involves attitude, perceived behavioral control (PBC), entrepreneurial competence, financial access, lecture service quality, curriculum program, extracurricular activity and institutional support simultaneously.

An online survey was performed. The respondents were 196 business students in a private university in Indonesia. The data were analyzed using partial least square structural equation modeling (PLS-SEM).

Business students' intention to establish a start-up business was positively and significantly influenced by attitude and PBC. PBC was positively and significantly influenced by entrepreneurial competence and financial access. Attitude and entrepreneurial competence were positively and significantly influenced by curriculum program and extracurricular activity, but not influenced by lecture service quality and institutional support. Financial access was positively and significantly influenced by extracurricular activity and institutional support.

This research was conducted in a private university in Indonesia. Therefore, to test the stability of the research findings and the proposed conceptual model, it is necessary to conduct research in different contexts.

Research on the intention to establish a start-up business that simultaneously considers attitude, PBC, entrepreneurial competence, financial access, lecture service quality, curriculum program, extracurricular activity and institutional support is still scarce in the literature. This study addressed the gap.

The global strategies of high-tech start-ups fall into two types. One is characteristic of knowledge-based firms; the other is characteristic of knowledge-intensive firms. We present two propositions related to timing of globalization and resource acquisition for each type and examine four case studies from the region around Cambridge University in the United Kingdom.

Knowledge-based start-ups target global markets from the very beginning, aiming at rapid market penetration. From the start they are highly globalized in acquiring core technology and financial and human resources.

In contrast, knowledge-intensive start-ups start in local markets and initially restrict acquisition of core technology and financial and human resources to those markets. Only at a later stage, when the local business is solidly established, do they gradually expand their businesses to global markets.

We consider start-up companies that have been established for rapid growth and are active in the international market. In this study, we examine the conditions required for starting a start-up. We analyze how it is possible to add value to an idea that makes a business unique. First, we’ll show you when to talk about start-up. The starting point is that a start-up company is organized on a community basis. This much greater knowledge is coupled with high-level technological competences. In addition, there is a need for some “big idea,” innovation, which investors see as fantasy. A new niche market must be found where hundreds of thousands of customers worldwide can be served without any geographical constraints. The founder must have a high-risk appetite, and even naughtiness, because the novelty he invented will narrow the market of others and harm the interests of others. Here’s a look at the financing options for start-ups. At the end of this chapter you will find case studies on different start-ups.

Start-ups are a new form of business venture that has quickly revolutionized the sport industry due to their ability to quickly develop ideas into commercial entities. Generally, most discussion about start-ups tends to take a collective view without considering the industry context. In this chapter, the author discuss how the sport industry is a unique form of start-up that is quickly gaining traction in the global sport industry. The reasons and advantages of sport start-ups are examined in terms of the existing literature and practice around nascent ventures. The crucial need for social capital and networks in developing sport start-ups is stated, which highlights the importance of analyzing start-ups from a sport industry perspective. In addition, the role of strategy and innovation in pursuing a start-ups mentality is progressed. This helps to provide an overview about the current practice of sport start-ups and to predict future developments.

The development of an effective corporate vision is a necessary issue for corporate performance, and it is a key issue for corporate sustainable development as well. The recognition of questions like “what is the role of corporate vision in corporate performance” is directly related to the attitude and practice of entrepreneurs and managers toward the development of corporate vision as well as the effectiveness of the corporate vision itself. To better answer the questions concerning the role of corporate vision development and effectively guide the practice of corporations, the authors study the pathways and mechanisms by which corporate visions operate to assist businesses in achieving high performance.

The article completes the construction of indicators to measure each dimension of the corporate vision in line with social cognitive theory and analyzes the relationship between corporate vision and corporate performance by combining qualitative comparative analysis (QCA) and necessary condition analysis (NCA) research methods. The article provides insights into the logic of constructing and adjusting corporate visions from a process perspective.

The mechanisms by which corporate visions can be articulated, accepted and transformed within the organization are also the means by which corporate visions can improve corporate performance. In a dynamic environment, the corporate vision setting and acceptance process integrates the requirements of various stakeholders, leading to the adjustment and acceptance of the corporate vision. As a result, the vision has continuous validity in a changing environment. Both start-ups and non-start-ups can benefit from the guidance provided by a strong corporate vision in overcoming a variety of issues and obstacles to produce strong business performance.

This is the first study that shows the relationship between corporate vision and corporate performance from a process perspective. The authors are interested in understanding which characteristics for building a corporate vision are more accepted by organizational members and, in turn, create high corporate performance. The authors also explore the conditions for corporate vision acceptance. This research has positive implications for shedding some light on the mechanisms by which corporate visions improve corporate performance.

Along with technology-based ecosystems, healthcare start-ups are expanding multi-fold. On the other hand, underlying uncertainties pose several challenges for these health-tech enterprises at macro-meso-micro level, influencing their business circumstances and profitability. The current study aims to comprehend the macro-, meso- and micro-level barriers that make it difficult for enterprises to set up healthcare technology start-ups. The study also observed the perceived effect of these challenges on firms' performance and cost structure over time. Using the theory of behaviour under uncertainty, the study revealed multiple systemic, sector-related, human and implementation barriers that hinder business growth and lead to uncertainties for health-tech start-ups.

Using a grounded theory approach, the study collected the views of 51 health tech start-ups in the UK using an online participants pool. The data was collected using qualitative data techniques in the form of open-ended essays, and a content analysis using thematic coding process was conducted. The questions centered around the different institutional uncertainties or barriers while setting up or running a healthcare start-up.

The study revealed several macro-, meso- and micro-level barriers these technology-based enterprises perceive in the healthcare industry. These are recognised as systemic barriers, such as lack of funding and procedural issues; sector-related barriers, such as market-related impediments; human barriers, including psychological barriers and resistance to new technology; and implementation barriers, such as operational and personnel issues.

The study used qualitative, open-ended essay techniques to collect the data. Future studies may use a mixed-methods approach to provide holistic insights. The study is conducted in a single developed country, the UK. Future work may expand these findings by comparing developed market challenges with those of emerging markets and by assessing the viewpoints of healthcare start-ups.

This research will assist the healthcare sector and government understand health tech start-up hurdles and uncertainty. Policymakers must assist start-ups and encourage entrepreneurial innovation. Regulating and enabling policies will help. The paper examines start-ups' macro, meso and micro uncertainties. Policymakers promoting sector entrepreneurship must consider these barriers while designing policy guidelines.

The study contributes to the existing literature on technology start-ups, particularly in the healthcare industry, and identifies significant barriers these start-ups face. The study synthesizes research on health-tech start-up uncertainty and bridges the gap between theory and practice by applying empirical findings.