Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/311753 
Year of Publication: 
2023
Citation: 
[Journal:] Small Business Economics [ISSN:] 1573-0913 [Volume:] 63 [Issue:] 3 [Publisher:] Springer US [Place:] New York, NY [Year:] 2023 [Pages:] 1019-1039
Publisher: 
Springer US, New York, NY
Abstract: 
This study adopts a competitive dynamics perspective to illuminate how and when different types of knowledge transferred by a spin-out trigger parent hostility. Specifically, I propose based on the awareness-motivation-capability framework that (1) transfers of market-related and technology-related knowledge will yield hostility and that (2) market commonality, resource similarity, and competitive intensity will exacerbate this effect. Findings from 207 spin-outs support several of my hypotheses. The study contributes to the extant literature by providing a more nuanced view on knowledge legacies, in particular regarding their interplay with a spin-out's competitive positioning.
Subjects: 
Spin-outs
Knowledge
Entrepreneurship
New venture strategies
Strategy
JEL: 
L26
M13
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article
Document Version: 
Published Version

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