A Business Acceleration Program Supporting Cross-Border Enterprises: A Comparative Study
Abstract
:1. Introduction
2. Literature Review in Entrepreneurship Support Mechanisms and Entrepreneurship Traits
2.1. Entrepreneurship Support Mechanisms: Accelerator vs. Incubator Services and University Level Support Mechanisms
2.2. Open Innovation in SMEs
2.3. Business Skills
2.4. The Greek Entrepreneurial Ecosystem
2.5. The Albanian Entrepreneurial Ecosystem
2.6. Transnational Trade Routes
3. The ACCEL Acceleration Program
4. Materials and Methods
4.1. Sample
4.2. Characteristics of SMEs
4.3. Measurement Variables
4.3.1. Acceleration Program Effectiveness
- Investment occurred towards developing a new strategy or idea after the business accelerator.
- New customers gained due to the new strategic approach the business applied or new product/service introduced in the market.
- Intention to operate in the second country i.e., Greece/Albania after the implementation of the project.
- Intention to work with the other members of the team with which the business participated during the ACCEL program.
4.3.2. Participants Satisfaction on the Contribution of Experience Gained
- The experience from the program has helped participants develop their business idea.
- The experience from the program has contributed to the development of a different business idea from the original one.
- The experience from the program has contributed to the development of more than one business ideas.
4.3.3. Business Skills
- Participation in the program helped in developing knowledge and skills to create/develop: a marketing plan, an integrated business model, a human recourse management plan, a financial plan.
- Improved strategy in addressing business weaknesses due to the consultation process such as: lack of organization, lack of trust, inability/fear of accepting changes and new ideas, centralized management/inability to delegate tasks on others, lack of vision and goal setting.
4.3.4. Business Development Key Criteria
- Availability of the necessary financial resources for the implementation of a business idea.
- Holding the necessary technical and technological knowledge related to the implementation of the idea.
- Existence of a working group with executives who have specific professional skills regarding the implementation of the business idea.
- Existence of an existing customer network in the implementation of the business idea.
- Existence of a complete and detailed business model for the implementation of the business idea.
4.4. Methods of Analysis
5. Results
5.1. Frequencies and Derscriptive Statistics
5.2. Non-Parametric Analysis
6. Discussion
7. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
Appendix A
- □
- Trade
- □
- Agri-food
- □
- Processing
- □
- Information and Communication Technologies (Software & Hardware)
- □
- Energy
- □
- Transportation
- □
- Constructions
- □
- Tourism
- □
- Services
- □
- Other (please specify):……………………………………
1: Yes, 2: No | Authors | ||
Acceleration program effectiveness | Yes | No | [17,18] |
Investment occurred towards developing a new strategy or idea after the business accelerator. | |||
New customers gained due to the new strategic approach you apply or the introduction of a new product/service in the market. | |||
The business strategy was improved in addressing business weaknesses due to the consultation process such as: lack of organization, lack of trust, inability/fear of accepting changes and new ideas, centralized management/inability to delegate tasks on others, lack of vision and goal setting. | |||
Acceleration program cross-border aspect | Yes | No | [19] |
Intention to operate in the second country i.e., Greece/Albania after the implementation of the project. | |||
Acceleration program collaboration aspect | Yes | No | [17] |
Intention to work with the other members of the business team with which you participated in the ACCEL program |
1: Not Important, 5: Very Important | Authors | |||||
Experience from the program | 1 | 2 | 3 | 4 | 5 | [17] |
has helped develop your idea | ||||||
has contributed to the development of a different business idea from your original one | ||||||
has contributed to the development of more than one business idea | ||||||
Importance of the existence of | 1 | 2 | 3 | 4 | 5 | [17,18,20,57] |
the necessary financial resources in the implementation of the business idea | ||||||
the necessary technical and technological knowledge about your idea, regarding its implementation | ||||||
a working group with executives who have specific professional skills regarding the implementation of your idea | ||||||
an existing customer network in the implementation of your idea? | ||||||
a complete and detailed business model in the implementation of your idea |
- □
- a marketing plan
- □
- an integrated business model
- □
- a human resource management plan
- □
- a plan to better manage your finances
- □
- all of the above
- □
- none of the above
- □
- Lack of organization
- □
- Lack of trust
- □
- Inability/fear of accepting changes and new ideas
- □
- Centralised management/inability to delegate tasks on others
- □
- Lack of vision and goal setting
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Country | Sector | Gender |
---|---|---|
Greece | 24% Agrifood 16% Trade 16% Processing | 56%, Male 44% Female |
Albania | 20% Trade 16% ICT 16% Agrifood | 24% Female 76%, Male |
Acceleration Program Effectiveness | Greece | Albania | ||
---|---|---|---|---|
Yes | No | Yes | No | |
Investments occurred towards developing a new strategy or idea after the business accelerator | 68% | 32% | 60% | 40% |
New customers gained due to the new strategic approach that the business applied, or new product/service introduced in the market | 64% | 36% | 68% | 32% |
The business strategy was improved in addressing business weaknesses due to the consultation process such as: lack of organization, lack of trust, inability/fear of accepting changes and new ideas, centralized management/inability to delegate tasks on others, lack of vision and goal setting. | 92% | 8% | 96% | 4% |
Acceleration program | ||||
Intention to operate in the second country i.e., Greece/Albania after the implementation of the project. (cross-border aspect) | 68% | 32% | 72% | 28% |
Intention to work with the other members of the team with which the business participated during the ACCEL program (collaboration aspect) | 88% | 12% | 68% | 32% |
Variables | ||||||
Acceleration Program Effectiveness | ||||||
Investments occurred towards developing a new strategy or idea after the business accelerator | New customers gained due to the new strategic approach that the business applied, or new product/service introduced in the market | The business strategy was improved in addressing business weaknesses due to the consultation process such as: lack of organization, lack of trust, inability/ fear of accepting changes and new ideas, centralized management/inability to delegate tasks on others, lack of vision and goal setting. | Intention to operate in the second country i.e., Greece/Albania after the implementation of the project. (cross-border aspect) | Intention to work with the other members of the team with which the business participated during the ACCEL program (collaboration aspect) | ||
Absolute Frequencies | ||||||
Yes | Greece | 17 | 16 | 23 | 17 | 22 |
Albania | 15 | 17 | 24 | 18 | 17 | |
No | Greece | 8 | 9 | 2 | 8 | 3 |
Albania | 10 | 8 | 1 | 7 | 8 | |
Relative Frequencies | ||||||
Yes | Greece | 0.68 | 0.64 | 0.92 | 0.68 | 0.88 |
Albania | 0.60 | 0.68 | 0.96 | 0.72 | 0.68 | |
No | Greece | 0.32 | 0.36 | 0.08 | 0.32 | 0.12 |
Albania | 0.4 | 0.32 | 0.04 | 0.28 | 0.32 |
Key Criteria | Nationality | Mean | Std. Error of Mean | Std. Deviations |
---|---|---|---|---|
Financial Resources | Albanian | 4.0400 | 0.14697 | 0.73485 |
Greek | 4.6000 | 0.12910 | 0.64550 | |
Technological/Scientific Knowledge | Albanian | 4.2000 | 0.18257 | 0.91287 |
Greek | 4.3600 | 0.12754 | 0.63770 | |
Professional Skills | Albanian | 4.0800 | 0.19933 | 0.99666 |
Greek | 4.4400 | 0.13013 | 0.65064 | |
Customer Network | Albanian | 3.4000 | 0.14142 | 0.70711 |
Greek | 3.9200 | 0.21541 | 1.07703 | |
Business Model | Albanian | 2.7200 | 0.21229 | 1.06145 |
Greek | 4.4800 | 0.16452 | 0.82260 |
Key Criteria | Nationality | N | Mean Rank | Sum of Ranks |
---|---|---|---|---|
Financial Resources | Albanian | 25 | 20.26 | 506.50 |
Greek | 25 | 30.74 | 768.50 | |
Total | 50 | |||
Technological/Scientific Knowledge | Albanian | 25 | 24.80 | 620.00 |
Greek | 25 | 26.20 | 655.00 | |
Total | 50 | |||
Professional Skills | Albanian | 25 | 23.30 | 582.50 |
Greek | 25 | 27.70 | 692.50 | |
Total | 50 | |||
Customer Network | Albanian | 25 | 21.52 | 538.00 |
Greek | 25 | 29.48 | 737.00 | |
Total | 50 | |||
Business Model | Albanian | 25 | 15.68 | 392.00 |
Greek | 25 | 35.32 | 883.00 | |
Total | 50 |
Financial Resources | Technological/Scientific Knowledge | Professional Skills | Customer Network | Business Model | |
---|---|---|---|---|---|
Mann-Whitney U | 181.5 | 295 | 257.5 | 213 | 67 |
Wilcoxon W | 506.5 | 620 | 582.5 | 538 | 392 |
Z | −2.775 | −0.369 | −1.159 | −2.048 | −4.923 |
Asymp. Sig. (2-tailed) | 0.006 | 0.712 | 0.246 | 0.041 | 0.000 |
a. Grouping Variable: Nationality |
Test | Value | df | Asymptotic Significance (2-Sided) |
---|---|---|---|
Pearson Chi-Square | 6.650 a | 1 | 0.01 |
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Giourka, P.; Kilintzis, P.; Samara, E.; Avlogiaris, G.; Farmaki, P.; Bakouros, Y. A Business Acceleration Program Supporting Cross-Border Enterprises: A Comparative Study. J. Open Innov. Technol. Mark. Complex. 2021, 7, 152. https://doi.org/10.3390/joitmc7020152
Giourka P, Kilintzis P, Samara E, Avlogiaris G, Farmaki P, Bakouros Y. A Business Acceleration Program Supporting Cross-Border Enterprises: A Comparative Study. Journal of Open Innovation: Technology, Market, and Complexity. 2021; 7(2):152. https://doi.org/10.3390/joitmc7020152
Chicago/Turabian StyleGiourka, Paraskevi, Pavlos Kilintzis, Elpida Samara, Giorgos Avlogiaris, Polytimi Farmaki, and Yiannis Bakouros. 2021. "A Business Acceleration Program Supporting Cross-Border Enterprises: A Comparative Study" Journal of Open Innovation: Technology, Market, and Complexity 7, no. 2: 152. https://doi.org/10.3390/joitmc7020152