We propose a model that links seven different conceptions of entrepreneurship and maps them in relation to eight associated disciplines and theories, specifying their corresponding units and levels of analysis and stage in the entrepreneurial process. Entrepreneurship scholars are attempting to either carve out a distinctive domain for the field or build a distinctive theory of entrepreneurship. However, an obstacle for understanding entrepreneurship is the lack of integration of the assumptions implicit in different conceptualisations of entrepreneurship. We contribute a scholarship of integration approach for understanding the phenomena underlying these conceptualisations and linking entrepreneurship domain, theory, method, and policymaking.

This paper is about the impact of clusters on entrepreneurship at the regional level. Defining entrepreneurship as the creation of new organizations and clusters as a geographically proximate group of interconnected firms and associated institutions in related industries, this paper aims to answer three research questions: first, do clusters matter to entrepreneurship at the regional level? Second, if clusters are associated with different levels of entrepreneurship, what explains those differences? Third, what do the answers to the previous questions imply for academics and policy makers? To answer these questions, this paper distinguishes between clusters and industrial agglomerations and advances a theoretical model and empirical research to explain the impact of clusters on entrepreneurship at the regional level. This paper uses the 97 German planning regions as units of analysis to test the hypotheses. Using hypotheses testing and OLS fixed-effects model, this paper finds that clusters do have an impact on entrepreneurship at the regional level, but industrial agglomerations do not. Implications for academics and policy makers and suggestions for future research are given in the concluding section.

This research investigates the effects of social capital in nascent entrepreneurial projects carried out by entrepreneurial teams. By surveying 33 nascent entrepreneurial teams, this paper explores how 1) the internal social structure of the team, which reflects the communication patterns and the feelings between the members; and 2) the team's external social structure, which is based on the diversity of ties that the members of the team have with outside parties, impact the advancement of a business idea. It was found that teams with high external social capital have a higher performance, while the empirical results failed to support that high internal social capital was better for team performance.

Many multinational corporations are now investing in emerging market economies (EMEs). At the same time, within these countries, local entrepreneurs are starting up new ventures or looking to expand existing businesses. Yet the rate of new venture failures in these markets is high. This book suggests that the best way for companies operating in EMEs to find a distinctive and sustainable market position is to address what is unique and valuable in the EME itself. The book presents a series of studies from different scholars, which help readers to understand the distinctive nature of EMEs. The contributors consider how entrepreneurial activities are successfully carried out in EMEs, how these activities can take advantage of new technologies, and what the main constraints are. Each article is written in an accessible style, free from jargon, making the collection suitable for readers with no prior technical knowledge.

Scholars in entrepreneurship education is deviating from the long standing paradigm that entrepreneurs are born and not made. While the strongest debate has centered around what aspects of entrepreneurship can and should be taught, and how, we move away from the classroom and analyze the implications of renewing the mission of entrepreneurship centers within universities. Specifically, we propose that the roles of structural hole, intermediary in trust, and endorser should become central. Entrepreneurship centers that acknowledge these roles would be best positioned to help mitigate the liability of newness of nascent projects within the stringent dimensions of time imposed by the window of opportunity. We contend that entrepreneurship centers that offer such social support to nascent entrepreneurs can exercise remarkable impact, not only on the number of students who choose entrepreneurial careers, but also on the success rate of new ventures.

Scholars in entrepreneurship education are deviating from the long standing belief that entrepreneurs are born and not made. While the strongest debate has centered around what aspects of entrepreneurship can and should be taught in class, and how, we move away from the classroom and analyze the implications of renewing the mission of entrepreneurship centers within universities. Specifically, we propose that the roles of entrepreneurship centers as structural hole, intermediary in trust, and endorser vis-à-vis nascent entrepreneurs and related constituencies should be fostered. Entrepreneurship centers that acknowledge these roles would be best positioned to help mitigate the liability of newness of nascent projects so that entrepreneurs can seize their potential within the limits set by the window of opportunity. We contend that entrepreneurship centers that offer social support to nascent entrepreneurs can exercise remarkable impact, not only on the number of students who choose entrepreneurial careers, but also on the success rate of new ventures.

This paper reviews the theoretical arguments and empirical evidence in Latin America (LA) related to the relationship between entrepreneurship –i.e. creation of new organisations-, clusters –i.e. geographically proximate group of firms and associated institutions in related industries, linked by economic and social interdependencies-, and development –i.e. expansion of socio-economic capabilities. The theoretical arguments support a positive bi-directional association between three pair-wise relationships: entrepreneurship and development, clusters and development, and clusters and entrepreneurship. However, associated empirical evidence shows that it is difficult to reach empirical generalisations on the second and third relationships due to conceptual and methodological constraints. Empirical evidence in LA is growing but still scarce to reach generalisations. However, several criteria related to purpose, content, and method are proposed to guide future research and policy making. Regarding purpose, it is proposed that future studies focus more on socio-economic capabilities (development) rather than on economic outputs (economic growth). Regarding content, it is necessary to consider LA specificities such as the emergent nature and particular configuration of LA clusters as well as the causes and consequences of the high level of entrepreneurship, differentiating between opportunity and necessity entrepreneurship. Finally, regarding method, the contribution of clusters to entrepreneurship and development should consider comparative research designs –i.e. firms within and not within clusters- controlling for the configuration and degree of development of clusters and industry type. It is speculated that entrepreneurship and clusters would contribute to development in LA countries if policy design targets development simultaneously with growth and considers the specificities of LA clusters and entrepreneurship. Exclusive focus on economic growth and potential high-tech clusters and clusters of transnational corporations without consider governance mechanisms and the nature of necessity based entrepreneurship will both hinder growth in the long run and increase existing disparities in LA countries.

I develop a theoretical model to investigate whether clusters moderate the relationship between entrepreneurship and regional development. Distinguishing between industrial agglomerations and clusters, I use a socio-economic approach to integrate disparate theories based on their underlying assumptions. Industrial agglomerations and clusters have both positive and negative moderating effects, but clusters create better conditions to face competitive shocks. Conceptual, theoretical, and practical implications for academics and policymakers are proposed.

Building upon previous models of entrepreneurial networks evolution, where it is assumed that entrepreneurs play a significant role in shaping their network development, this paper elaborates on how certain actors’ characteristics impact on the development of social capital at the very initial stage of venture formation. Specifically, it establishes propositions on how the level of human capital and reputation of the nascent entrepreneur as well as the level of commitment to the new project bear upon the purposive investment in social capital.

El capital social es considerado como un motor propulsor en la creación y crecimiento de nuevos negocios. Su fuerza pareciera estar oculta, dado que reside en las relaciones entre las personas y, por ende, es un capital abstracto. Sin embargo, su influencia es innegable. Para muchos emprendedores este capital ha llegado a ser más poderoso que el físico y que el financiero. Esta nota técnica explica los distintos conceptos existentes sobre capital social, ejemplifica cada una de estas teorías y las aplica en las distintas etapas del proceso emprendedor.

Esta nota técnica apunta a que cada uno pueda analizar su capital social, entender sus características y, sobre la base de esto, establecer estrategias de creación de capital social que lo ayuden a alcanzar sus objetivos.

Los emprendimientos iniciados por equipos tienen, en promedio, mayor tasa de supervivencia, mayor rentabilidad y más posibilidades de crecer como nuevo negocio. Si consideramos al equipo emprendedor como un factor clave de éxito del emprendimiento, esta nota técnica expone diferentes cuestiones que deben ser tomadas en cuenta a la hora de construir un buen equipo. Se debe prestar especial atención a su composición, sus dinámicas y su capital social. El alineamiento, la diversidad, la confianza, la complementariedad, el liderazgo y el compromiso también aparecen como elementos clave para un buen funcionamiento del equipo emprendedor.