Journal of the International Academy for Case Studies (Print ISSN: 1078-4950; Online ISSN: 1532-5822)

Short communication: 2021 Vol: 27 Issue: 2S

Entrepreneurial Ecosystems: Globe and Company Growth Dynamics

Seugho Lee, Ewha Womans University

Citation Information: Lee, S. (2021). Entrepreneurial ecosystems: Globe and company growth dynamics. Journal of the International Academy for Case Studies, 27(S2), 1-2.

Entrepreneurial ecosystems represent an energetic and growing space of analysis. Recognized as a contributor to foster regional fight by stimulating economic process and promoting originality, interest within the conception spans across disciplines. Despite evolving and inter-disciplinary discussions on entrepreneurial ecosystems, a comprehensive understanding of the analysis directions and latest developments within the field is elusive. At a similar time, a transparent understanding of the present lay of the land is critical to help publicly sector decision-making and policy development.

Entrepreneurs wanting to launch start-ups in developing economies should confront varied challenges that their peers in additional developed countries could also be less seemingly to encounter. Looking on the country during which they're in operation, entrepreneurs in developing economies lack access to human capital and skilled services, decent sources of funding, giant markets for his or her product, adequate infrastructure, and sure legal and regulative processes, among myriad different challenges. This note aims to explore these challenges in additional depth-while at the same time examining some representative countries and regions during which entrepreneurship is prospering.

“Entrepreneurial Ecosystems round the Globe and Company Growth Dynamics”

This note is meant primarily for current or budding entrepreneurs inquisitive about beginning a brand new venture during a developing economy, yet as investors seeking to fund start-ups in these countries. The note is additionally relevant for policy manufacturers wanting to encourage entrepreneurship in their cities or countries, universities desirous to support entrepreneurship, and companies seeking a more robust understanding of their role within the entrepreneurial scheme of a developing economy Davidsson (1995).

A set of interconnected entrepreneurial actors (both potential and existing), entrepreneurial organisations (e.g. firms, venture capitalists, business angels, banks), establishments (universities, public sector agencies, money bodies) and entrepreneurial processes (e.g. the business birth rate, numbers of high growth companies, levels of ‘blockbuster entrepreneurship’, variety of serial entrepreneurs, degree of treason mentality at intervals companies and levels of entrepreneurial ambition) that formally and informally coalesce to attach, mediate and govern the performance at intervals the native entrepreneurial environment Amini et al. (2012).

The involvement of a vital mass of veteran entrepreneurs United Nations agency have contributed time, energy and knowledge to support the scheme notably by business angels, mentoring of start-ups associated establishing and leading organisations that support entrepreneurs is central to Brad Feld’s account of the success of Boulder as an entrepreneurial scheme eight furthermore, the entrepreneurs concerned in these initiatives have taken a long read, recognising that it takes time to create a vivacious, property entrepreneurial economy. The standard of the leadership is additionally vital. Leaders have to be compelled to be comprehensive and embrace different members of the start-up community United Nations agency need to be concerned Kenney and Patton (2005). Leaders additionally have to be compelled to be mentorship driven. Leadership additionally must be supported meritocracy not social system. Feld is fairly dismissive of the effectiveness of state in stimulating entrepreneurial ecosystems, not least due to the short nature of the electoral cycle Kenney and Patton (2005).

The entrepreneurial usage method is driven by exits. Ideally, entrepreneurs and different senior management shareholders ought to become sufficiently moneyed that they are doing not have to be compelled to work once more, so they will devote their energies to making and supporting a lot of entrepreneurial activity Neck et al. (2004). This needs that entrepreneurs are ready to grow their businesses to some extent wherever vital worth has been created. To succeed in this time might need many rounds of finance. Businesses that exit untimely, for instance due to the lack to lift additional finance (on applicable terms), are seemingly to limit the chances for entrepreneurial usage as a result of it'll limit each the wealth that's created and therefore the entrepreneurial learning to possess occurred. This can be often a feature of weaker entrepreneurial ecosystems wherever access to giant amounts of growth capital and public stock markets is proscribed Shane (2009).


  1. Amini, S., Keasey, K., & Hudson, R. (2012). The equity funding of smaller growing companies and regional stock exchanges. International Small Business Journal, 30(1), 832-849.
  2. Davidsson, P. (1995). Culture, structure and regional levels of entrepreneurship. Entrepreneurship and Regional Development, 7(1), 41-62
  3. Kenney, M., & Patton, D. (2005). Entrepreneurial geographies: support networks in three high?technology industries. Economic Geography, 81(1), 201?228.
  4. Neck, H.M., Meyer, G.D., Cohen, B., & Corbett, A.C. (2004). An entrepreneurial system view of new venture creation. Journal of Small Business Management, 42(1), 190?208.
  5. Shane, S. (2009). Why encouraging more people to become entrepreneurs is bad public policy. Small Business Economics, 33(1), 141-149
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