Empirical contributions to ASOs team formation process
| Author/s year | Research design | Unit of analysis | Main results |
|---|---|---|---|
| Clarysse B., Moray N. (2004) | Longitudinal case study 1 ASO (Belgium) | Development of managerial competencies at the team level | The academic champion of the ASO automatically evolves into the CEO position, and the team develops itself the skills and capacities to run its operations. Also, the technical business development remains a major task of the CEO and external members do not long accomplish this role |
| Grandi A., Grimaldi R. (2003) | Multiple case study 40 ASOs (Italy) | Development of the network of the founders at the team level | Academic entrepreneurs bring into ASOs their own network and their interaction modalities with external agents; the interactions with non-academics also depend on the completeness of resources of the founding team |
| Miozzo M., DiVito L. (2016) | Multiple case study 34 ASOs (UK and Netherlands) | Development of resources for the growth of the new academic venture at the firm level | The development of resources that are critical for the growth of ASOs, including a functionally diverse team, is an interrelated process having different possible paths |
| Rasmussen E., Mosey S., Wright M. (2011) | Longitudinal case study 4 ASOs (UK and Norway) | Development of key competencies at the team level | The higher the proportion of career academics in the team of nascent ASO, the more industry experience and entrepreneurial experience have to be acquired |
| Rasmussen E., Mosey S., Wright M. (2015) | Longitudinal case study 4 ASOs (UK and Norway) | Development of network ties as a bridge to competencies at the team level | Network ties involved in the construction of one specific competency early in the start-up process can lately acquire a different role in gaining another competency |
| Vanaelst I., Clarysse B., Wright M., Lockett A., Moray N., S’Jegers R. (2006) | Multiple case study 10 ASOs (Belgium) | Evolution and heterogeneity of the team at the team level | Team’s heterogeneity changes, as it evolves through the different stages of the spin-out process, as new team members brought in different kinds of experience |
| Vohora A., Wright M., Lockett A. (2004) | Multiple case study 9 ASOs (UK) | Evolution from research activities to commercial organizations at the firm level | ASOs overcome different phases, and the team needs to develop different types of competencies to pass the critical junctures from one phase to the next |
| Yusubova A., Andries P., Clarysse B. (2020) | Multiple case study 6 ASOs | Evolution of the knowledge base at the team level | The team formation process unfolded by adding complementary knowledge or more similar knowledge to the existing base by hiring both top managers and non-top management employees |
| Author/s year | Research design | Unit of analysis | Main results |
|---|---|---|---|
| Longitudinal case study | Development of managerial competencies at the team level | The academic champion of the ASO automatically evolves into the CEO position, and the team develops itself the skills and capacities to run its operations. Also, the technical business development remains a major task of the CEO and external members do not long accomplish this role | |
| Multiple case study | Development of the network of the founders at the team level | Academic entrepreneurs bring into ASOs their own network and their interaction modalities with external agents; the interactions with non-academics also depend on the completeness of resources of the founding team | |
| Multiple case study | Development of resources for the growth of the new academic venture at the firm level | The development of resources that are critical for the growth of ASOs, including a functionally diverse team, is an interrelated process having different possible paths | |
| Longitudinal case study | Development of key competencies at the team level | The higher the proportion of career academics in the team of nascent ASO, the more industry experience and entrepreneurial experience have to be acquired | |
| Longitudinal case study | Development of network ties as a bridge to competencies at the team level | Network ties involved in the construction of one specific competency early in the start-up process can lately acquire a different role in gaining another competency | |
| Multiple case study | Evolution and heterogeneity of the team at the team level | Team’s heterogeneity changes, as it evolves through the different stages of the spin-out process, as new team members brought in different kinds of experience | |
| Multiple case study | Evolution from research activities to commercial organizations at the firm level | ASOs overcome different phases, and the team needs to develop different types of competencies to pass the critical junctures from one phase to the next | |
| Multiple case study | Evolution of the knowledge base at the team level | The team formation process unfolded by adding complementary knowledge or more similar knowledge to the existing base by hiring both top managers and non-top management employees |
Source(s): Authors’ elaboration
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