Session Details: Session 1004

Entrepreneurship and New Venture Strategy in Emerging Economies

Track A

Date: Saturday, December 13, 2008


Time: 13:30 – 14:45


Room: Lecture Theatre 2

Session Chair:
Suresh Kotha, University of Washington

Title: Challenges of a Technology Business Incubator in India – A Case Study of NirmaLabs


  • Harini Mittal, CEPT University

World over, business incubation is an important instrument to promote innovation and develop early stage businesses. However, in emerging markets the business environment for establishing a technology business incubator is challenging. The case study of NirmaLabs will focus on the entire business cycle of NirmaLabs (from evolution to change of model), a first of its kind technology business incubator established with the support of an Indian private sector firm and part funded by Government of India. The study is attempt to the identify the key determinants of developing a successful incubator in emerging markets within the context of local realities.

Title: Internationalization Routines and Capability Learning in New Ventures


  • Shameen Prashantham, China Europe International Business School
  • Steven Floyd, University of Massachusetts Amherst

We deepen understanding of how new ventures’ internationalization routines contribute to capability learning by specifying the differential learning outcomes of micro aspects of such routines and. Variability in the performative aspect (specific actions) of routines is associated with new capability development, whereas variability in the ostensive aspect (abstract pattern) of routines is associated with existing capability improvement. We show how everyday routines can result in internationalization capability learning, thus providing a finer-grained explanation of international new ventures’ experiential learning than in prior research. By placing learning outcomes at the intersection of agentic behavior, routine dynamics and psychic distance, we offer a richer description of the learning process that helps explain why some international new ventures firms are able to achieve international growth and ensure survival.

Title: Replacement, Replication and Revolution: Strategic Evaluation of Failure of New Ventures in a Transition Economy


  • Rajasekhar Koganti, Dartmouth College
  • Rajyalakshmi Koganti, Columbia University
  • Shreyan Poudyal, Dartmouth College
  • Michael Volodarsky, Dartmouth College

Using survey data from China, this study investigates whether the strategic factors associated with venture capital backed new ventures’ failure in a transition economy are consistent with those arising from strategy literature using three established strategy perspectives. Strategy scholars suggest the nature of products, markets, competition, environment, and the abilities of management team affect a new venture’s failure chances. This study provides the first set of quantitative data demonstrating both the extent and limits that are responsible for new venture failure in a transition economy. In this paper, we coined the term [R]BM – an acronym for the business models of “Replacement”, “Replication”, and “Revolution”, as more than 90% of the startups in China were not based on technology but rely on our proposed [R]BM theory.

Title: The Strategic Role of Umbrella Brands for SMEs’ International Market Entry


  • Domenico Dentoni, Michigan State University
  • Hamish Gow, Massey University

We explore how a group of Small and Medium-Sized Enterprises (SMEs) can form a strategic alliance under an umbrella brand to enter into the international market. We found that, over time, a SME with a clear strategic intent can use the alliance under the umbrella brand to build its own core competencies and to transfer its international reputation from the umbrella brand to its own individual brand. With these findings, this study builds upon the existing umbrella branding and international brand development literature. We follow a “grounded theory” approach to analyze and to establish the conditions enhancing this strategic role of umbrella brands. “Cellars of Canterbury”, a New Zealand-based international wine marketing and distribution cooperative, provides the instrumental case for this research.

All Sessions in Track A...

Sat: 11:15 – 12:30
Session 1013: Corporate Entrepreneurship and Capability Development in Emerging Economies
Sat: 13:30 – 14:45
Session 1004: Entrepreneurship and New Venture Strategy in Emerging Economies
Sun: 13:30 – 14:45
Session 1028: The Changing Concepts of Business and Entrepreneurship in India - What new Theories do we Require?
Sun: 15:00 – 16:15
Session 1012: The Role of Human and Social Factors in Firm Innovation and Success

Strategic Management Society

India Initiative

2008 Special Conference

2010 Bangalore Workshop

2011 Calcutta Workshop