The relationship between findings and the current literature (constructs)
| Literature/construct | Findings |
|---|---|
| C1: Wide scope of roles in the parent company | Consistent. A broad scope of roles resulted from the startup’s fast growth and a culture of autonomy and job rotation at the parent company |
| C2: Working in commercial/sales activities | Revision. Working in commercial/sales activities or areas was not especially present at interviews, although similar activities were present when working in operations areas |
| C3: Work experience in leadership or management positions | Consistent. Most of the interviewed founders had previous experiences in management or leadership |
| C4: Exposition and familiarity to processes related to the initial stage of business creation | Advancement. Beyond familiarity with the initial stages, the authors found that the connection with founders fostered behavioral traits, resilience, and passion |
| C5: Entrepreneurial environments and proximity to entrepreneurs | Advancement. Beyond working at startups and venture capital firms, working at financial markets or areas related to finance was consistently present |
| C6: Exposition to a network of suppliers, customers, and investors | Consistent. The authors found positive impacts on network building and a better understanding of market dynamics at the parent company |
| C7: Vibrant local environment, with access to talent, knowledge and venture capital | Advancement. Beyond knowledge centers and human/financial resources, specific mechanisms were found, such as coworking spaces and university entrepreneurship societies |
| C8: Geographic proximity benefiting operations and relationships with suppliers, parent company, partners and customers | Revision. It wasn’t found any impact over geographic proximity, mainly due to the nature of software startups – with services and transactions happening mostly remotely |
| Literature/construct | Findings |
|---|---|
| C1: Wide scope of roles in the parent company | Consistent. A broad scope of roles resulted from the startup’s fast growth and a culture of autonomy and job rotation at the parent company |
| C2: Working in commercial/sales activities | Revision. Working in commercial/sales activities or areas was not especially present at interviews, although similar activities were present when working in operations areas |
| C3: Work experience in leadership or management positions | Consistent. Most of the interviewed founders had previous experiences in management or leadership |
| C4: Exposition and familiarity to processes related to the initial stage of business creation | Advancement. Beyond familiarity with the initial stages, the authors found that the connection with founders fostered behavioral traits, resilience, and passion |
| C5: Entrepreneurial environments and proximity to entrepreneurs | Advancement. Beyond working at startups and venture capital firms, working at financial markets or areas related to finance was consistently present |
| C6: Exposition to a network of suppliers, customers, and investors | Consistent. The authors found positive impacts on network building and a better understanding of market dynamics at the parent company |
| C7: Vibrant local environment, with access to talent, knowledge and venture capital | Advancement. Beyond knowledge centers and human/financial resources, specific mechanisms were found, such as coworking spaces and university entrepreneurship societies |
| C8: Geographic proximity benefiting operations and relationships with suppliers, parent company, partners and customers | Revision. It wasn’t found any impact over geographic proximity, mainly due to the nature of software startups – with services and transactions happening mostly remotely |
Source(s): The authors