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Managing venture team relationships in corporate incubators: a case study of network dynamics and political rivalry in a high-tech incubator

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Abstract

This article addresses venture team relationships in an advanced high tech incubator through an analysis of the personal relationships of venture team members. During the study period of almost 2 years, the ventures were projected to grow and commercialise but, overall, they failed. Quantitative data collected in two rounds showed that commercial relationships remained weak while political relationships intensified. Qualitative follow-up interviews suggest that the political rivalry and low level of knowledge sharing between the ventures were further exacerbated by the individualistic-competitive structure of the incubator and weak management in some respects.

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Authors and Affiliations

  1. Department of Entrepreneurship and Relationship Management, The University of Southern Denmark, Engstien 1, 6000, Kolding, Denmark

    Majbritt Rostgaard Evald

  2. International Danish Entrepreneurship Academy (IDEA), The University of Southern Denmark, Engstien 1, 6000, Kolding, Denmark

    Torben Bager

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  1. Majbritt Rostgaard Evald
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  2. Torben Bager
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Correspondence to Torben Bager.

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Evald, M.R., Bager, T. Managing venture team relationships in corporate incubators: a case study of network dynamics and political rivalry in a high-tech incubator. Int Entrep Manage J 4, 349–364 (2008). https://doi.org/10.1007/s11365-006-0024-x

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  • DOI: https://doi.org/10.1007/s11365-006-0024-x

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