Scale quickly or fail fast: An inductive study of acceleration
مقیاس سریع یا سریع شکست: مطالعه استقرایی شتاب-2020
Accelerators are a fast-growing form of entrepreneurship support. Literature about them remains descriptive and disjointed. While some consider them new, others believe them to be a next-generation incubator model. Based on a qualitative inductive study in India, with inputs from both accelerator executives and founders of accelerated ventures, we shift the analysis from the form (accelerator) to its underlying mechanism (acceleration). We identify at least three characteristics that make acceleration unique: a focus on product-market fit ventures; a focus on time-compressed scaling; and a focus on aggressive scalability testing. Our findings call for a shift in entrepreneurship support research (including accelerators) from “form” to “mechanism.” Entrepreneurs will find our three characteristics useful in assessing which programs truly accelerate, and therefore increase their chances of achieving scale. Accelerator executives can now distinguish their offerings from other support forms (e.g. incubators) by searching for ventures with product-market fit, offering time-compressed scaling services and testing the ventures’ ability to scale rapidly. University administrators and policymakers can use the findings to add acceleration (to support scaling) as a component of their entrepreneurial ecosystems. Implications and future research directions are discussed.
Keywords: Acceleration | Accelerator | Incubator | Entrepreneurship support | Entrepreneurial ecosystem
Entrepreneurs in the making: Six decisions for fostering entrepreneurship through maker spaces
کارآفرینان در حال ساخت: شش تصمیم برای تقویت کارآفرینی از طریق فضاهای سازنده-2020
Maker spacesdshared production facilities offering access to basic and advanced manufacturing technologiesdhave quickly become the latest must-have for universities, large corporations, and communities looking to foster entrepreneurship and innovation. While the entrepreneurial and educational prospects of maker spaces are certainly intriguing, questions remain concerning their design and effectiveness. Drawing primarily on case evidence and conversations with five maker spaces located across the U.S., we identify and present six key decisions for maker space leaders looking to foster entrepreneurship in their organizations. We conclude with a decision framework for maker space leaders and a series of questions for entrepreneurs as both groups work to pursue entrepreneurship through and in maker spaces.
KEYWORDS : Maker spaces | Maker movement | Entrepreneurship | Entrepreneurial support | Sharing economy