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Academic spin-off facilitators support high-tech academic spin-offs and help them to navigate various barriers and critical junctures during their growth stages. In this article we draw on stage-gate models, the path-dependency, and resource based view to identify start-ups' resource needs as perceived by both facilitators and by entrepreneurs. Using qualitative data based on in-depth interviews with 18 academic spin-off facilitators and nine spin-off founders, from three technical universities in the Netherlands, we explore the critical junctures and key support activities. The results show that founders appreciate milestones and direct interface regarding business support, business plan development, and legal support during the early growth stages. In all stages, in particular during the later stages, founders appreciate different type of network support (e.g., start-up network and industry) and when facilitators act as intermediaries to guide them in the network. This helps spin-offs to gain credibility and reach out to the market. This article adds to current research on academic facilitators and in particular incubators by providing a more comprehensive explanation for the low usage of the incubator's resources. By matching key resources and support activities that can navigate particular critical junctures, we try to promote the successful transition from one stage to the other. Our findings offer significant implications, both theoretical and practical, for academic entrepreneurship literature.

Farmers may vary in their response to or anticipation of agrifood market changes, which probably depends on their entrepreneurial degree and networks. This paper aims to investigate the effects of farmers’ entrepreneurial degree and network content (i.e., business ties, technology ties, and network heterogeneity) on farm performance (i.e., innovative performance and financial performance). The data set was gathered through a survey of 262 vegetable farmers in West Java, Indonesia. Our findings reveal that more entrepreneurial farmers (106) have more business ties, technology ties, and heterogeneous networks compared to less entrepreneurial farmers (156). Further analyses using OLS regression confirm that farmers who are more entrepreneurial and have more business ties obtain both enhanced innovative and financial performance, while farmers who link to heterogeneous networks obtain only enhanced innovative performance. Overall, the findings of this study demonstrate that more entrepreneurial farmers with networks that are rich in business ties and diverse contacts have better farm performance.

The growth of modern agrifood markets, especially in Indonesia, has stimulated entrepreneurially oriented farmers to seize business opportunities through innovation. This paper aims to investigate in a dynamic agrifood market if entrepreneurial orientation enhances innovation adoption and generation and if both of these actions enhance product innovation and, eventually, farm revenues of vegetable farmers in West Java, Indonesia. The findings demonstrate that entrepreneurial orientation enhances innovation adoption and generation, which in turn enhance product innovation. Finally, product innovation enhances farm revenues. The findings contribute to a better understanding of the role of innovation in facilitating entrepreneurially oriented farmers to perform better when facing a dynamic market. Entrepreneurial orientation enables farmers to innovate by taking risks to anticipate future demand, through either adoption of available innovations or generation of their own innovations, and both options result in new or improved products and eventually enhanced farm revenues.

The Growth of Academic Spin-offs The Management Team’s Absorptive Capacity and Facilitator Support Academic spin-offs are defined as new start-up firms that commercially exploit research developed within an academic environment to the benefit of economic, social, and regional development. These start-ups can be initiated by university employees, students or graduates, but also by external individuals grasping the opportunity to bring new knowledge to the market. Academic spin-offs often face difficulties in translating their initial idea to a business opportunity. In this thesis it is proposed that academic spin-offs can overcome these challenges by enhancing their absorptive capacity and by taking advantage of the guidance and resources provided by supporting organizations. Our findings can assist Academic spin-offs founders to develop their management team capabilities. They can also help university facilitators to optimize their support activities and policy makers to optimize the regional innovation ecosystem.

Principal Topic: There is increasing recognition that the organizational configurations of corporate venture units should depend on the types of ventures the unit seeks to develop (Burgelman, 1984; Hill and Birkinshaw, 2008). Distinction have been made between internal and external as well as exploitative versus explorative ventures (Hill and Birkinshaw, 2008; Narayan et al., 2009; Schildt et al., 2005). Assuming that firms do not want to limit themselves to a single type of venture, but rather employ a portfolio of ventures, the logical consequence is that firms should employ multiple corporate venture units. Each venture unit tailor-made for the type of venture it seeks to develop. Surprisingly, there is limited attention in the literature for the challenges of managing multiple corporate venture units in a single firm. Maintaining multiple venture units within one firm provides easier access to funding for new ideas (Hamel, 1999). It allows for freedom and flexibility to tie the organizational systems (Rice et al., 2000), autonomy (Hill and Rothaermel, 2003), and involvement of management (Day, 1994; Wadwha and Kotha, 2006) to the requirements of the individual ventures. Yet, the strategic objectives of a venture may change when uncertainty around the venture is resolved (Burgelman, 1984). For example, firms may decide to spin-in external ventures (Chesbrough, 2002) or spun-out ventures that prove strategically unimportant (Burgelman, 1984). This suggests that ventures might need to be transferred between venture units, e.g. from a more internally-driven corporate venture division to a corporate venture capital unit. Several studies suggested that ventures require different managerial skills across their phase of development (Desouza et al., 2007; O'Connor and Ayers, 2005; Kazanjian and Drazin, 1990; Westerman et al., 2006). To facilitate effective transfer between venture units and manage the overall venturing process, it is important that firms set up and manag