Entrepreneurship, Cooperation and the Firm
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Entrepreneurship, Cooperation and the Firm

The Emergence and Survival of High-Technology Ventures in Europe

Edited by Jan Ulijn, Dominique Drillon and Frank Lasch

The book is an exceptional result of a distinctive network of European and American scholars, practitioners, and members of public institutions interested in the critical issues of emergence and survival of technology and knowledge based firms. The contributors study examples from both the old EU-member states such as France, Germany, the UK and the Netherlands, as well as newer countries such as Slovenia and Estonia. The book is unique in bringing culture and psychology together in the particular context of the nascent technopreneur.
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Chapter 1: The Influence of National Culture on Cooperation Attitudes in High -Technology Start-ups

Jan Ulijn, Hans T.W. Frankort and Lorraine M. Uhlaner


1. The influence of national culture on cooperative attitudes in high-technology start-ups Jan Ulijn, Hans T.W. Frankort and Lorraine M. Uhlaner* INTRODUCTION The main focus of this chapter is the concept of cooperation by hightechnology start-ups or HTSUs and in particular, the influence that culture may have upon attitudes that may predict cooperative behaviour. HTSUs are defined in this chapter as young companies whose aim is to produce technologically innovative products, processes and/or services. These firms typically generate a high turnover per employee. Adapted from Barnard (1938), furthermore, HTSU cooperation is defined as a functional system of activities between the HTSU and one or more outside parties, with the purpose of improving its performance. Note that although the outside party may also benefit, key to this definition is the notion that cooperation, at minimum, benefits the HTSU. Finally, although culture is a rather broad term, the focus is primarily upon national culture (NC) and in particular, variables developed in earlier research by Hofstede (2001). According to Hofstede, culture can be treated as ‘the collective programming of the mind that distinguishes the members of one group or category of people from another’ (ibid.: 9). HTSUs may choose to cooperate for many reasons. For instance, such cooperation may offer the HTSU and its partner complementary resources or skills, alternative markets, or other opportunities to share expertise and problem solving. The sources of such cooperation may involve social networks, that is, personal contacts of the...

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