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Organizational design choices of high‐tech startups: How middle management drives innovation performance
16 references·9 citing·47 second hop
Organizational design choices of high‐tech startups: How middle management drives innovation performance (2019)Organizational design choices of high‐tec…Oslo Manual (2005)Oslo ManualOpen for innovation: the role of openness in explaining innovation performance among U.K. manufacturing firms (2005)Open for innovation: the role…Founders’ human capital and the growth of new technology-based firms: A competence-based view (2005)Founders’ human capital and t…Venture Capital and the Professionalization of Start‐Up Firms: Empirical Evidence (2002)Venture Capital and the Profe…SOMETHING OLD, SOMETHING NEW: A LONGITUDINAL STUDY OF SEARCH BEHAVIOR AND NEW PRODUCT INTRODUCTION. 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References

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  • 1989Evolution and Revolution as Organizations Grow2,422 cited
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  • 1995On the sources and significance of interindustry differences in technological opportunities1,421 cited
  • 2005Founders’ human capital and the growth of new technology-based firms: A competence-based view1,262 cited
  • 2000

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Hierarchies and the Organization of Knowledge in Production
1,201 cited
  • 1997Advances in entrepreneurship, firm emergence, and growth968 cited
  • Cited by

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    • 2022A Typology of Emerging Market SMEs’ COVID‐19 Response Strategies: The Role of TMTs and Organizational Design46 cited
    • 2022Do start-ups benefit from coworking spaces? An empirical analysis of accelerators’ programs23 cited
    • 2020The influence of regional institutional setting on the performance of innovative entrepreneurship15 cited
    • 2022Entrepreneurial organizing activities and nascent venture performance13 cited
    • 2023The interplay of entrepreneurial personality and startup innovativeness – the mediation effect of technology adoption12 cited
    • 2025One size does not fit all: Sustainable innovation, climate policy, and startups' growth aspirations12 cited
    • 2024Cognitive Capacity in the Management and Organization Research1 cited