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The chapter analyzes tendencies and initiatives regarding entrepreneurship development and support at European Union and Romanian levels, and also the role and importance of education by investigating the existence of specific training courses for entrepreneurs and guiding successors from family-owned technology-based businesses. The purpose of the analysis is to determine the tendency to involve graduate students in entrepreneurial field and to provide solutions to streamline entrepreneurship education and educational institutions.

The chapter focuses on the difficulties faced by the Romanian family-owned and technology-based businesses (in general) and small businesses in particular – the aim of this chapter is to reveal that – while [technology] entrepreneurship and small business management are topics fairly well covered by the engineering curricula of the Romanian technical universities – the problem of business succession (either property or management succession) is not discussed; therefore, there is no wonder that entrepreneurs are not prepared to make the related decisions; even worse, they are not aware of the capital importance of planning the succession process well in advance, and – as result – their decisions in this regard are precarious.

Conclusions can be useful to engineering professors, university managers and policymakers as well as young people who want to pursue an entrepreneurial path or are about to take over the management of the family business; they should realize that entrepreneurship is not just starting-up a business, but it involves a way of strategic thinking which leads to attitude formation and development of useful skills in the field of business development and management.

This study/paper aims to create an understanding on how a firm develops dynamic capabilities in new strategic dimensions. Innovation in organizations is not an exclusive domain of large firms. Family-owned and -managed firms have aggressively integrated innovation. Focussed orientation towards product innovation combined with innovative capability and high levels of owner-manager motivation has helped translate technology-based family businesses into highly profitable and competitive ventures. Microlit, is a liquid handling product manufacturer producing high-quality, high-tech, cost-effective, single and multichannel micropipettes. Founded in 1988, by brothers Ajay and Atul Jain, it is based in Lucknow, Uttar Pradesh, India. The key contributor to the firm’s success has been its strong customer-oriented product designs. The challenge lies in development of dynamic capabilities to gain competence in new strategic dimensions? Would the firm be able to leverage its innovation drive?

The case is based on primary and secondary testing of the case several times and filling the case gaps during the process. To authenticate information, multiple sources of information have been used.

Dynamic capabilities are essential for a firm’s growth. The challenge is in continuously harnessing and managing it within a family business.

The findings are based on observations of one company and research carried through secondary sources, which may limit the theory creation.

An enterprise largely competes on the basis of available talent, knowledge, competency and capability. Therefore, knowledge must be managed, and especially, from tacit to explicit.

The case is original with the business family in its second generation striving to perform amidst professionalization and internationalization.

The purpose of this paper is to explore the extent to which various theories of capital structure “fit” in the case of new technology‐based firms.

This study uses data from the Kauffman Firm Survey, a longitudinal data set of over 4,000 firms in the USA. Descriptive statistics and multivariate results are provided.

The authors' findings reveal that new technology‐based firms demonstrate different financing patterns than firms that are not technology‐based.

Although some support was found for both the Pecking Order and Life Cycle theories, the results also indicate that technology‐based entrepreneurs are both willing and able to raise substantial amounts of capital from external sources.

Technology‐based entrepreneurs need external sources of equity, in particular, in order to launch and grow their firms.

To the authors' knowledge, this is the first article to test specific theories of capital structure using a large sample of new technology‐based firms in the USA.

This study examines the social and human capital of successful Arab and Jewish technological entrepreneurs in Israel, and explores how human and social capital differ between technology-based industries.

A quantitative study was conducted using a sample of 1,184 technology-based ventures from two technology-based industries—life science (LS) and information technology (IT)—that were founded by Jewish and Arab entrepreneurs.

The results show that in the LS industry, successful Arab entrepreneurs possess higher human and social capital compared with Jewish entrepreneurs. However, in the IT industry, the Jewish entrepreneurs possess higher human and social capital. These findings reflect the deeper entrepreneurial challenges and opportunities regarding ethnic entrepreneurs' ability to break through technology-based industries. Future research directions are provided.

This study makes two contributions to the theoretical understanding of ethnic entrepreneurship and technology-based ventures. First, this study focuses on the impact of human and social capital on economic growth in the context of technological entrepreneurship in technology-based industries, since the ethnic entrepreneurship literature has mainly focused on traditional industries. Second, this study examines the effect of the founders' ethnicity, and explores how human and social capital factors vary across industries due to their specific contextual characteristics.

COVID-19 has affected most business activities, including technology-based business. The higher the business vulnerability rating, the greater the impacts. After identifying three dimensions of vulnerability (exposure, business sensitivity and response capacity), this study aims to determine the potential components and indicators of the vulnerability of technology-based businesses.

Using the indicator approach, a comprehensive vulnerability model was developed for assessing the vulnerability of the technology-based business against COVID-19.

In this study, COVID-19, as a biological threat and an exogenous shock, was considered the exposure dimension. Business characteristics, job characteristics, business owner-manager demographics, product and supplier characteristics were identified as the sensitivity dimension, while resources, human capital, technological capitals, social capitals, institutional capitals, infrastructures, management capacity and supply chain capabilities were defined as the adaptive business capability or response capacity. To determine vulnerability and response capacity against exogenous shocks and a pandemic crisis, the framework can act as a useful checklist for managers and owners of technology-based businesses.

Research on the COVID-19, especially in the technology-based business, is still at the emergent stage. This study is a pioneering effort to review the literature on business vulnerability and provide a framework to reduce business vulnerability using the indicator-based approach.

The purpose of this paper was to ascertain how social entrepreneurs were required to recognize their new ventures’ scope and scale of operations. The firm boundary was based upon two dimensions, namely, the scope of the offering and its scale. The objective of this research was to ascertain the thinking regarding this of social entrepreneurs engaged through technology-based social entrepreneurship (TBSE).

This study conducted an in-depth interview of 26 technology entrepreneurs engaged in social entrepreneurship ventures in India. The interview was carried out based upon a semi-structured open-ended questionnaire. This study undertook thematic and relational content analysis to develop a model of technology-based social entrepreneurs’ venture scoping and scaling.

This study found that the antecedent variables were the level of support perceived by social entrepreneur from government and at the industry level. Furthermore, the variables’ entrepreneurial and market orientation of social entrepreneurs were found to be the independent variables. These four variables in turn determined the explorative and exploitative horizon of the technology-based social entrepreneurs. Finally, an interplay of these variables ascertained the perspectives of social entrepreneurs engaged in TBSE regarding the notion of their firm’s scope and scale.

The theoretical insights developed in this research study provided an integrated theoretical perspective accommodating both environmental perspectives (industry support and government support) and organizational perspectives (entrepreneurial and market aspects). This was in context of TBSE.

The insights from this research study could provide a robust and comprehensive understanding to social entrepreneurs regarding the strategic thinking towards scale and scope for a technology-based social venture.

To the best of the author’s knowledge, this study was one of the first theoretical works in TBSE towards scaling versus scoping perspectives.

This chapter presents research to assess the impact of the recent financial crisis on technology-based small firms (TBSFs) in the United Kingdom based on findings from an extended telephone survey with the owner-managers of 49 young and 51 more mature TBSFs, undertaken in 2010. Even before the onset of the global financial crisis in 2007, it was generally acknowledged that TBSFs faced greater obstacles in accessing finance than conventional SMEs. This is because banks have difficulty assessing the viability of new technology-based business ventures due to information asymmetries, whilst risk capital providers may have difficulty providing appropriate or sufficient funds on terms acceptable to entrepreneurs. Given the recent difficulties that SMEs, in general, have faced in obtaining external finance, we would expect TBSFs to have been particularly adversely affected by the financial crisis. Our evidence showed that TBSFs exhibited a strong demand for external finance between 2007 and 2010, related to their growth ambitions and achievements. They sought finance mainly from banks but also with younger TBSFs seeking business angel finance and more mature TBSFs seeking venture capital finance. However, our evidence indicates that both debt and equity finance became harder to access for TBSFs, particularly for early-stage and more R&D-intensive firms. Where funding was offered, it was often on unacceptable terms with regards to the levels of collateral or equity required. The chapter provides evidence of a growing funding gap and concludes that the ability of TBSFs to contribute to economic recovery is hampered by ongoing problems in obtaining external finance.

This study seeks to identify the generic elements of a business model in the field of technology‐based services and uses those elements to build a networked business model. A networked business model reflects a situation when it is impossible for a single company to govern all the relevant resources and activities needed in developing, producing, and marketing technology‐based services.

The empirical part of the paper presents a qualitative futures study that employs the Delphi method and scenario planning.

The paper presents a framework describing the core elements of a networked business model, and shows how it can be applied in developing business model scenarios for technology‐based services.

By examining the business model from a network perspective, the study creates conceptual tools for both researchers and managers to describe, plan and develop future business models.

Digital tourism has drawn the attention of researchers around the globe. This study aims to assess the digital tourism experience for tourist site revisit from an emerging market perspective.

Anchored on the social cognitive theory, the study employed a quantitative method, using the convenience sampling to select 328 participants who responded to tourism and technology sharing items through an online questionnaire. The study's hypotheses were tested utilizing structural equation modelling.

The results suggest a significant influence of technology-based service innovativeness on service value, tourist site revisits and experience sharing through technology. Further, the findings also revealed the significant influence of service value on tourist site revisit and experience-sharing through technology.

This study was conducted with only clients or tourists, and this limits generalization of the study's findings.

The study offers the understanding of how tourist site operators and all stakeholders have to deploy new ways of technology-based service innovation to get maximum return on their investment in the hospitality industry.

The outcome of this research advanced the linkage between technology and tourism in context, which is important to policymakers and practitioners in the sector.