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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/19348830810915532. When citing the article, please cite: Lei-Yu Wu, Chun-Ju Wang, Chun-Yao Tseng, Ming-Cheng Wu, (2008), “Founding team and start-up competitive advantage”, International Journal of Organizational Analysis, Vol. 16 Iss: 1/2, pp. 138 - 151.

The purpose of this paper is to discuss whether the three knowledge sources, knowledge input, knowledge spillover and knowledge absorptive capacity, really increase the innovation performance of firms in the Taiwan IC design industry, one of the most important knowledge‐intensive business services (KIBS) industries in Taiwan.

Based on the knowledge‐based theory, this study uses pooled regression analysis and tests with fixed effect model to analyze the influence of three knowledge sources on innovation performance in the KIBS sector.

The results demonstrate that: knowledge input is positively related to innovation performance; knowledge spillover effect is partial positively to innovation performance; and knowledge absorptive capacity is positively related to innovation performance.

The paper advances the concept of absorptive capacity by defining it as the interactions between knowledge input and knowledge spillover and refines the measurement of absorptive capacity as the multiplication of knowledge input and knowledge spillover effects. Moreover, knowledge spillover effects and knowledge absorptive capacity are both divided into four kinds which help us distinguish clearly different sources of knowledge spillover and absorptive capacity. In addition to that, this study also contributes to the empirical evidence to innovation activities by using firm‐level micro data.

The purpose of this paper is to develop a framework to link founding team and start‐up competitive advantage in the context of the Taiwanese technology‐based ventures.

The paper analyzes 211 start‐ups of the technology‐based sector and verifies the relationship between entrepreneur resources, trust, founding team partners' commitments, and start‐up competitive advantage.

In technology‐based start‐ups, the competitive advantage of a start‐up is determined by the founding team partners' commitments and the resources an entrepreneur has.

This study is retrospective which relies on technology‐based founding team members as the primary research subjects, some respondents may observe the performance of their start‐ups today and then make attributions about the past to explain that performance.

Utilizations of personal networks are important in the early stage of technology‐based start‐ups; through networking and using trust, an entrepreneur can gain the critical resources and competitive advantage required in the development of a business.

In technology‐based start‐ups, trust, not the resources an entrepreneur has, is an effective way by which entrepreneurs can win founding team partners' commitments.

The purpose of this exploratory research paper is twofold. First, to identify how wine is being talked about within the Twitter environment and second to examine whether the constructs of soft and hard value can be demonstrated within the social media, Twitter content. The overall aim is to establish whether Twitter can create value for wine stakeholders.

A netnographic approach has been adopted through the collection of 1,500 English language tweets on the subject of wine which were analysed using Nvivo qualitative data analysis software against the constructs of value found in the literature.

The early findings suggest that Twitter can create soft value for wine focused businesses but that hard value is not yet strongly evident. Wine marketers need to be more aware of both the content of wine tweets and the profiles of those who tweet.

The use of social media within wine businesses is in its infancy. Wine focused businesses are currently not optimising value creation through Twitter. Whilst Twitter does exhibit value, wine marketers, wine brands and wine retailers are not engaging with consumers who are talking about wine via Twitter.

This paper has provided evidence that there is value within social media, specifically Twitter. The contribution of this paper lies in identifying not only the types of value that wine businesses could develop by embracing Twitter but also how the different profiles use Twitter differently.