The International Journal of Entrepreneurship and Innovation

This paper examines the formation, structuring and internal dynamics of networks in an open innovation environment. Based on a case study conducted at the Creapolis Innovation Centre in Spain, it highlights the significance of several paradoxes which emerge from the interaction between organizations that share an open environment. These paradoxes have been shown to compromise the stability and performance of an effective innovation network and to represent a double-edged sword that may both facilitate and constrain the development of the innovative capacities of firms. This paper stresses the importance of a deeper understanding of such critical issues, and suggests mechanisms for creating and facilitating an appropriate and effective open innovation environment, in which knowledge is shared and exchanged between innovation actors.

To study the evolution of entrepreneurial networks, the authors followed a single firm for three years and collected data on changes in the discussion networks of the entrepreneurs. Whereas previous research has demonstrated the heterogeneity of networks between firms, this paper shows how entrepreneurs inside an organization differ in terms of networks and network resources. The authors combine the network data with qualitative interview data in an attempt to explain the observed individual-level differences. On the basis of the empirical material, they present a series of propositions linking individuals, entrepreneurial teams and network evolution.

There is growing empirical evidence that external interaction is an important source of knowledge for business innovation. This paper contributes to the innovation literature by using new measures of interaction to explore the relative importance of external interaction for innovation in Irish high-technology businesses. Based on survey data, the paper finds that external interaction increases the probability of product and process innovation, but the effect is inconsistent across all external interaction agents. Interaction along the supply chain has a positive effect on innovation, and interaction with competitors has an insignificant effect on innovation output. Notably, the paper finds that interaction with higher education institutions has a negative effect on the probability of product and process innovation.

This paper examines the views and attitudes of a sample of 228 female entrepreneurs in Belgium towards the virtual social network Facebook. It uses statistical analysis to evaluate the impact of their gendered sector of activity and of their self-perceptions on: how Facebook is perceived as responding to gender-related difficulties; how Facebook is used in terms of objectives and activities; how Facebook supports women's networks; and the outcomes of Facebook for women-owned businesses. The results highlight significant differences according to women's sectors of activity and self-perceptions with regard to how Facebook is perceived and used. They support the idea of an active posture of women entrepreneurs, allowing for action to be taken to deconstruct and counterbalance existing gender dynamics. The paper highlights certain implications for public and private initiatives and underlines the potential of this and other virtual social networking sites for women's entrepreneurship.

This paper looks at perceptions of entrepreneurial networks and the gender differences in networking. Women's networks tend to be more limited and to focus on family and friends, whereas male entrepreneurs generally have wider networks. The results of the study indicate that female entrepreneurs have a significantly more positive attitude towards networking, especially once the business has been established. The main benefits of networks for both men and women are better business contacts, sharing knowledge, problem solving and social aspects. Female entrepreneurs also believe that networks can provide them with learning opportunities and enable them to develop management skills.

Successful leadership development for SME owner-managers has been shown to be problematic because of low interest levels and the unsuitability of formal learning methods. This paper assesses the introduction of a leadership development programme into a peripheral region, with an emphasis on situated and action learning, supported by peer-to-peer networking. Early findings suggest significant business and leadership benefits, including revenue growth and success in closing the gap between perceived and actual levels of leadership confidence. However, participation is selective and questions remain about the suitability of the programme for participants with a low level of formal education and without clearly articulated prior aspirations for personal or business development.

This paper examines the multi-industry terrain of nanotechnology entrepreneurship. The core contribution is visual as well as theoretical – the analysis shows the multi-industry ‘footprint’ of nanotechnology entrepreneurial ventures that launch products into different industries. Dominant theory on industry emergence by Garud and Van de Ven (1987) takes a single-industry focus. By contrast, this research suggests that entrepreneurs focusing on radical technologies such as nanotechnology may straddle various industries in an attempt to peer into and develop inter-linkages among different entrepreneurial opportunities and industry contexts. A theoretical contribution, the research challenges Garud and Van de Ven's single-industry scope for understanding industry emergence, particularly in the context of multi-industry opportunities.

Halen Môn is a family business in Anglesey, North Wales that began life in a saucepan of seawater on the Aga in the family kitchen. Today Halen Môn supplies Marks and Spencer, Waitrose and Harvey Nichols in the UK and their salt can also be found in 22 countries and some of the world's top restaurants. This case study views the development of this small business from the start-up phase to the present day. The resulting analysis illustrates the importance of three key elements of the innovation process: the need to develop an innovative organization; strategic leadership; and the formation of rich networks and strategic partnerships.

‘Internet Review’ provides critical commentary on entrepreneurship, small business and innovation information on the web.