Truls Erikson

• Bjørnåli, Ekaterina Shepeleva; Erikson, Truls & Aspelund, Arild (2024). The role of board leadership in deliberating international entry. International Journal of Entrepreneurship. ISSN 1099-9264. doi: 10.1007/s10843-024-00352-x.
• Bjørnåli, Ekaterina Shepeleva; Erikson, Truls & Coleridge, Chris (2023). Competitive moves in new high-tech firms: The role of board heterogeneity and family ties. Journal of High Technology Management Research. ISSN 1047-8310. 34(2). doi: 10.1016/j.hitech.2023.100482. Fulltekst i vitenarkiv
• Erikson, Truls (2023). Negotiating possible futures. Journal of Business Venturing Design (JBVD). doi: 10.1016/j.jbvd.2023.100014.
• Undheim, Kristin; Erikson, Truls & Timmermans, Bram (2022). True uncertainty and ethical AI: regulatory sandboxes as a policy tool for moral imagination. AI and Ethics. ISSN 2730-5953. doi: 10.1007/s43681-022-00240-x.
• Erikson, Truls; Coleridge, Chris & Bjørnåli, Ekaterina S. (2022). Venture governance and its dynamics: Intraboard relationships and CEO duality. Technovation. ISSN 0166-4972. 115. doi: 10.1016/j.technovation.2022.102540. Fulltekst i vitenarkiv
• Gan, Dennis & Erikson, Truls (2022). Venture governance as a syndicate. Journal of Business Venturing Insights. ISSN 2352-6734. 18. doi: 10.1016/j.jbvi.2022.e00330.
• Gan, Dennis & Erikson, Truls (2022). Venture governance: CEO duality and new venture performance. Journal of Business Venturing Insights. ISSN 2352-6734. 17. doi: 10.1016/j.jbvi.2022.e00304. Fulltekst i vitenarkiv
• Erikson, Truls & Knockaert, Mirjam (2021). Negotiating incomplete contracts. Journal of Strategic Contracting and Negotiation. ISSN 2055-5636. 5(3), s. 153–169. doi: 10.1177/20555636211042093.
• Leunbach, Daniel; Erikson, Truls & Bjørnåli, Ekaterina S. (2020). A subjectivist approach to team entrepreneurship. The Quarterly Journal of Austrian Economics. ISSN 1098-3708. 23(3-4), s. 542–567. doi: 10.35297/qjae.010079. Fulltekst i vitenarkiv
• Leunbach, Daniel; Erikson, Truls & Rapp-Ricciardi, Max (2019). Muddling through Akerlofian and Knightian uncertainty: The role of sociobehavioral integration, positive affective tone, and polychronicity. Journal of International Entrepreneurship. ISSN 1570-7385. s. 1–20. doi: 10.1007/s10843-019-00255-2.
• Erikson, Truls (2017). Skaleringsforhandlinger - utfordringer knyttet til rask vekst. Magma forskning og viten. ISSN 1500-0788. 0817, s. 79–85.
• Bjørnåli, Ekaterina S.; Knockaert, Mirjam; Foss, Nicolai; Leunbach, Daniel & Erikson, Truls (2017). Unraveling the Black Box of New Venture Team Processes, The Wiley Handbook of Entrepreneurship. Wiley-Blackwell. ISSN 978-1-118-97083-6. s. 313–348. doi: 10.1002/9781118970812.ch15. Fulltekst i vitenarkiv Vis sammendrag

  This chapter argues that new venture team (NVT) processes are relatively ill-understood in the entrepreneurship literature, and describes various theoretical and empirical research avenues that may be pursued in order to improve our understanding of these processes. It then focuses on the widely established input-processes-outcome (IPO) framework. This framework has long been used within the field of organizational behavior as it seeks to understand group performance and other group-level outcomes as the consequence of the inputs and processes that precede them. Building upon the foundations of Entrepreneurial Theorizing, the chapter argues how and when specific theories such as faultline theory, creativity and imagination, and organizational and team justice may be instructive in studying NVT processes at the prefounding phase, and particularly the (self)-selection of individuals into (out of) the NVT through social interaction. Faultlines hold great potential for understanding NVT processes both in the prefounding and postfounding phases.

• Erikson, Truls & Korsgaard, Steffen (2016). Knowledge as the source of opportunity. Journal of Business Venturing Insights. ISSN 2352-6734. 6, s. 47–50. doi: 10.1016/j.jbvi.2016.10.002.
• George, Bradley; Erikson, Truls & Parhankangas, Annaleena (2016). Preventing dysfunctional conflict: examining the relationship between different types of managerial conflict in venture capital-backed firms. Venture Capital : an International Journal of Entrepreneurial Finance. ISSN 1369-1066. 18(4), s. 279–296. doi: 10.1080/13691066.2016.1224457.
• Lahn, Leif Christian & Erikson, Truls (2016). Entrepreneurship education by design. Education + Training. ISSN 0040-0912. 58(7-8), s. 684–699. doi: 10.1108/ET-03-2016-0051.
• Foo, Maw Der; Knockaert, Mirjam; Chan, Elsa T & Erikson, Truls (2016). The Individual Environment Nexus: Impact of Promotion Focus and the Environment on Academic Scientists' Entrepreneurial Intentions. IEEE transactions on engineering management. ISSN 0018-9391. 63(2), s. 213–222. doi: 10.1109/TEM.2016.2535296.
• Bjørnåli, Ekaterina S.; Knockaert, Mirjam & Erikson, Truls (2016). The Impact of Top Management Team Characteristics and Board Service Involvement on Team Effectiveness in High-Tech Start-Ups. Long Range Planning. ISSN 0024-6301. 49(4), s. 447–463. doi: 10.1016/j.lrp.2015.12.014. Vis sammendrag

  In this paper, we unite upper echelon theory and the attention based view of the firm to provide a deeper understanding of which top management team (TMT) characteristics, directly, or indirectly through board service involvement, result in TMT effectiveness in high-tech start-ups. In order to do so, we build upon data collected from 103 Norwegian academic spin-outs. The findings demonstrate that diversity and cohesion among TMT members directly and positively affect TMT effectiveness, and that board service involvement mediates the relationship between TMT diversity and TMT effectiveness. Finally, we find that higher proportions of board outsiders positively moderate the relationship between board service involvement and TMT effectiveness.

• Erikson, Truls; Løvdal, Nicolai Solberg & Aspelund, Arild (2015). Entrepreneurial judgment and value capture, the case of the nascent offshore renewable industry. Sustainability. ISSN 2071-1050. 7(11), s. 14859–14872. doi: 10.3390/su71114859. Fulltekst i vitenarkiv Vis sammendrag

  Entrepreneurship may be regarded as the mechanism of change towards sustainability. Any entrepreneur that seeks to start a new venture in an emerging industry will face resource and time constraints. The question we raise here is how the entrepreneur should prioritize use of time and resources to increase likeliness of success. To address this question we depart from a theoretical perspective of entrepreneurship seen as judgment, and bridges it over to entrepreneurship seen as co-creation. In other words, we combine the subjective with the intersubjective, and explore the effects of the actions successful green technology entrepreneurs in the emerging offshore renewable energy industry make in building their new ventures in nascent markets. Inspired by earlier studies on market entry, combined with new ways to understand new venture emergence, we find that independent entrepreneurs benefit from leapfrogging typical stages in the technology development process and rather devote time and efforts on resource acquisition. We also find that the most important value-capturing, decision-making heuristics are those related to “hybrid governance”. We discuss implications for theory, practice, and policy.

• Erikson, Truls; Knockaert, Mirjam & Foo, Maw Der (2015). Enterprising scientists: The shaping role of norms, experience and scientific productivity. Technological Forecasting and Social Change. ISSN 0040-1625. 99, s. 211–221. doi: 10.1016/j.techfore.2015.06.022.
• Knockaert, Mirjam; Foo, Maw Der; Erikson, Truls & Cools, Eva (2015). Growth intentions among research scientists: A cognitive style perspective. Technovation. ISSN 0166-4972. 38, s. 64–74. doi: 10.1016/j.technovation.2014.12.001.
• Knockaert, Mirjam; Bjørnåli, Ekaterina S. & Erikson, Truls (2015). Joining forces: Top Management Team and Board Chair Characteristics as Antecedents of Board Service Involvement. Journal of Business Venturing. ISSN 0883-9026. 30(3), s. 420–435. doi: 10.1016/j.jbusvent.2014.05.001. Vis sammendrag

  Boards in early stage high tech firms have an important role to play through their involvement in service tasks. Building on the attention based view of the firm and self-efficacy theory, we investigate the role of top management team (TMT) and board chair characteristics as antecedents of board service involvement (BSI). Studying a sample of 117 Norwegian early stage high tech firms, we find that TMT diversity positively affects BSI, whereas CEO duality negatively affects BSI. We further find that the industry experience of the board chair positively moderates the relationship between TMT size and BSI whereas CEO duality reinforces the TMT diversity-BSI relationship.

• Erikson, Truls; Svalastog, Mari Saua & Leunbach, Daniel (2014). Global start-up internships as a source of experiential learning. I Fayolle, Alain & Redford, Dana T. (Red.), Handbook on the Entrepreneurial University. Edward Elgar Publishing. ISSN 978-1-78100-701-3. s. 301–320. doi: 10.4337/9781781007020.00020. Vis sammendrag

  To prepare students for the realities of today’s ever-changing, hypercompetitive and global marketplace, new forms of academic–industry collaborations need to be explored and developed. In fact, EU and national policies are gradually becoming more focused on the role of universities in job creation. This has led to increased focus on academic–industry collaborations (Etzkowitz, 1998), and not least, entrepreneurship education. During the 1980s, the atmosphere for academic institutions changed as new disciplines such as biotechnology and ICT developed remarkably quickly (Iversen et al. 2007). The Bayh-Dole Act in the USA created debates in many Western countries, including Norway, and a comparable law was introduced in 2003. This law extended the societal role of Norwegian universities to include the ‘Third Mission’. In practice, the law abolished professors’ long-held privilege regarding ownership of his or her inventions (ibid., p. 398), and it smoothed the progress of the Technology Transfer Offices. It was during these formative days that Gründerskolen emerged, and the programme’s emergence can be seen in light of these Third Mission debates. As such, we consider Gründerskolen as a response to these wider societal changes. The emphasis of Gründerskolen is on international technology entrepreneurship, and the curriculum reflects the workload of a full semester. The programme, which is carefully designed around experiential learning, is, of course, experience-based as students work on real projects, not only as part of their course assignments, but also as part of a 12-week start-up internship abroad. As such, it is one way of facilitating academic–industry collaborations.

• Knockaert, Mirjam; Bjørnåli, Ekaterina S. & Erikson, Truls (2013). Board Strategic Involvement in Early Stage High Tech Firms: An Attention Based Perspective. Academy of Management Proceedings. ISSN 0065-0668. doi: 10.5465.
• Erikson, Truls & Bjørnåli, Ekaterina (2011). Styret som ressurs og ressursene i styret. Magma forskning og viten. ISSN 1500-0788. 14(7), s. 37–45.
• Sætre, Alf Steinar & Erikson, Truls (2011). Deep Sea Fishing Inc.: Acquiring the 'right' capital for a new technology-based firm. I Westhead, Paul; Wright, Mike & McElwee, Gerard (Red.), Entrepreneurship: Perspectives and cases. Prentice-Hall. ISSN 978-0-273-72613-5. s. 320–326. doi: 10.5367/000000003101299564.
• Erikson, Truls & Zacharakis, Andrew (2010). Exploring the venture capitalist/entrepreneur relationship: the effect of conflict upon confidence in partner cooperation. I Brush, Candida G; Kolvereid, Lars; Widding, Lars Øystein & Sørheim, Roger (Red.), The Life cycle of new ventures. Edward Elgar Publishing. ISSN 978-1-84844-697-7. s. 175–187.
• Bjørnåli, Ekaterina Shepeleva; Sørheim, Roger & Erikson, Truls (2010). Design characteristics associated with venture capital acquisitions in academic spin-offs. I Brush, Candida G; Kolvereid, Lars; Widding, Lars Øystein & Sørheim, Roger (Red.), The Life cycle of new ventures. Edward Elgar Publishing. ISSN 978-1-84844-697-7. s. 157–171.
• Bjørnåli, Ekaterina Shepeleva & Erikson, Truls (2010). Board features associated with new team member addition in academic spin-offs. I Brush, Candida G; Kolvereid, Lars; Widding, Lars Øystein & Sørheim, Roger (Red.), The Life cycle of new ventures. Edward Elgar Publishing. ISSN 978-1-84844-697-7. s. 142–156.
• Erikson, Truls & George, Bradley (2010). Decision-making disagreements and performance in venture capital backed firms. I Brush, Candida G; Kolvereid, Lars; Widding, Lars Øystein & Sørheim, Roger (Red.), The Life cycle of new ventures. Edward Elgar Publishing. ISSN 978-1-84844-697-7. s. 127–141.
• Zacharakis, Andrew; Erikson, Truls & George, Bradley (2010). Conflict between the VC and Entrepreneur: The Entrepreneur's Perspective. Venture Capital : an International Journal of Entrepreneurial Finance. ISSN 1369-1066.
• Erikson, Truls; Sørheim, Roger & Berg-Utby, Terje (2009). Relasjonsbasert eierstyring i venturekapital-finansierte teknologibedrifter. I Aspelund, Arild; Moen, Øystein; Sætre, Alf Steinar; Sørheim, Roger & Widding, Lars Øystein (Red.), Teknologibasert nyskaping i Norge. Tapir Akademisk Forlag. ISSN 978-82-519-2481-8. s. 89–102.
• Erikson, Truls & Berg-Utby, Terje (2009). Preinvestment Negotiation Characteristics and Dismissal in Venture Capital-Backed Firms. Negotiation journal. ISSN 0748-4526. 25(1), s. 41–57. doi: 10.1111/j.1571-9979.2008.00207.x. Vis sammendrag

  In this study, we investigated idiosyncratic preinvestment process characteristics that influence the dismissal of management team members of venture capital-backed firms in the postinvestment phase by analyzing sixty-three portfolio firms. We considered two salient perspectives within the literature on governance of interfirm relationships: contractual and relational governance, which are related to positional and collaborative negotiation styles. Our findings indicate that positional bargaining in the preinvestment phase may be a reliable indicator that there is a greater risk that new venture team members will be dismissed when things get tough in the post-investment period.

• Moen, Øystein; Sørheim, Roger & Erikson, Truls (2008). Born Global Firms and Informal Investors: Examining Investor Characteristics. Journal of Small Business Management. ISSN 0047-2778. 46(4), s. 536–549.
• Erikson, Truls (2007). Discriminating 'Schumpeterian' from 'Austrian' informal investors - an empirical assessment. Journal of International Entrepreneurship. ISSN 1570-7385. 5(1/2), s. 1–10. doi: 10.1007/s10843-007-0005-3. Vis sammendrag

  This study proposes a theoretically informed typology of international informal investors. This means that the Schumpeterian type is contrasted with Austrian informal investors. The governing paradigm in the neoclassical framework is economic equilibrium. However, the creation of disequilibrium is central to Schumpeterian entrepreneurship. This is unlike Austrian entrepreneurship, which regards movement toward economic equilibrium. Hence, Schumpeterian-type investors are perceived to facilitate disequilibrating change, whereas Austrian-type investors promote equilibrating change. Employing a two-group discriminant analysis with robust data from Norway, the findings support the concept that Schumpeterian and Austrian-type investors differ with regard to their selection of investment proposals, monitoring, and, not least, their backgrounds. The data suggest that Schumpeterian-type investors invest more actively, into the “early stage” category of new firms than Austrian-type investors. Schumpeterian-type investors are more highly educated than their counterparts and monitor their firms more actively by financial reports and stockholder meetings. By contrast, Austrian-type investors appear to have more experience than their Schumpeterian counterparts. The implications of these findings are discussed.

• Jenssen, Jan Inge; Jenssen, Jan Inge; Kolvereid, Lars; Kolvereid, Lars & Erikson, Truls (2006). Introduksjon til entreprenørskap, Perspektiver på entreprenørskap / Jan Inge Jenssen, Lars Kolvereid og Truls Erikson (red.). Cappelen Damm Høyskoleforlaget. s. 17–24.
• Erikson, Truls (2006). Økonomistyring i oppstartsbedrifter. I Jenssen, Jan Inge; Kolvereid, Lars & Erikson, Truls (Red.), Perspektiver på entreprenørskap. Cappelen Damm Høyskoleforlaget. ISSN 978-82-7634-673-2.
• Jenssen, Jan Inge; Kolvereid, Lars & Erikson, Truls (2006). Introduksjon. I Jenssen, Jan Inge; Kolvereid, Lars & Erikson, Truls (Red.), Perspektiver på entreprenørskap. Cappelen Damm Høyskoleforlaget. ISSN 978-82-7634-673-2.
• Sanz-Velasco, Stefan & Erikson, Truls (2006). The Entrepreneur – venture capitalist learning interface: Evidence from the Nordic market, Nordic Seed and Venture Capital Markets for Innovation. Nordic Innovation Centre. s. 70–93.
• Sti, Arne Dag & Erikson, Truls (2005). Bedriftsøkonomiske kostnadsbegreper, Teknologiledelse - Økonomiske betraktninger. s. 9–30.
• Sti, Arne Dag & Erikson, Truls (2005). Bedriftsøkonomiske kostnadsbegreper, Teknologiledelse - Økonomiske betraktninger. s. 11–91.
• Erikson, Truls & Sørheim, Roger (2005). Technology angels and other informal investors. Technovation. ISSN 0166-4972. 25.
• Erikson, Truls (2005). Idiosyncratic portfolio characteristics of seed and venture capital funds. Journal of Small Business and Enterprise Development. ISSN 1462-6004. 12(4), s. 545–555.
• Drnovsek, Mateja & Erikson, Truls (2005). Competing models of entrepreneurial intentions. Economic and Business Review. ISSN 1580-0466. 7(1), s. 55–71.
• Sætre, Alf Steinar & Erikson, Truls (2003). Dealcrafting the right capital for a venture: the case of Deep Sea Fishing Inc. International Journal of Entrepreneurship and Innovation. ISSN 1465-7503. 4(3), s. 197–203.
• Erikson, Truls; Sørheim, Roger & reitan, bjørnar (2003). Familiy Angels vs. Other Informal Investors. Family Business Review. ISSN 0894-4865. xiv.
• Erikson, Truls & Gjellan, Are (2003). Training Programmes as Incubators. Journal of European Industrial Training. ISSN 0309-0590. 27(1), s. 36–40.
• Erikson, Truls (2003). Towards a Taxonomy of Entrepreneurial Learning Experiences among Potential Entrepreneurs. Journal of Small Business and Enterprise Development. ISSN 1462-6004. 10(1), s. 106–112.
• Erikson, Truls (2002). Entrepreneurial Capital: The Emerging Venture's Most Important Asset & Competitive Advantage. Journal of Business Venturing. ISSN 0883-9026. 17, s. 275–290. Vis sammendrag

  This study presents a parsimonious model of entrepreneurial capital defined as a multiplicative function of entrepreneurial competence and entrepreneurial commitment. This approach is an extension of Ulrich's (1998) proposition of intellectual capital to a practical framework of entrepreneurial capital. The relationship between entrepreneurial competence and commitment is argued to be a multiplicative one rather than additive as both components must be strongly present in order for development to take place. For example, the presence of entrepreneurial competence without any commitment creates little value for the new venture. In contrast, the presence of entrepreneurial commitment without adequate entrepreneurial competence may be regarded as a waste of both time and resources. However, the presence of both entrepreneurial competence and commitment lays the foundation for enterprise generation and performance. Inherent in this view on competence is the capacity to identify opportunity. Kruger and Dickson (1994) found that an increase in perceived capability increases perceptions of opportunity. That is, individuals who perceive themselves as entrepreneurially capable are expected to be alert and sensitive to opportunities, and able to take advantage of such opportunities if they consider the endeavor worthwhile. In other words, entrepreneurial capital is defined as the capacity to identify opportunities, acquire requisite resources and see ventures through fruition. Entrepreneurial capital can also be conceived as the present value of future entrepreneurial behavior similar to how the PV rule is used in the finance literature. Similar notion is used when social capital is conceived as the sum of resources in networks. However, McGrath (1996) conceived opportunities as latent potential or shadow options. Entrepreneurial capital can then be conceptualized as the present value of an infinite series of shadow options. In this study, entrepreneurial behavior is conceived as the pursuit of opportunities without regard to resources currently controlled. The perceived capacity to venture is investigated in a prospective research design. Prospective MBAs serve as a study sample. The empirical evidence of this study supports the proposed relationship between the main components in the equation. The practical implications for society and educational institutions are that the focus of training should be on the drivers of the components in the equation. Investors and prospective entrepreneurs are also advised to be concerned about these issues. The practical implications for venturing individuals are that it is vital to demonstrate their competence and motivation toward possible stakeholders. The practical implications for investors are that they should be more concerned about competence and motivation issues among individuals and individuals in venturing teams, e.g. is the venturing team properly matched?

• Erikson, Truls (2002). Goal Setting and Entrepreneuriual Self-Efficacy. International Journal of Entrepreneurship and Innovation. ISSN 1465-7503. s. 183–189. Vis sammendrag

  In order to become novice, portfolio or serial entrepreneurs, individuals’ must first become nascent entrepreneurs. Hence, the focus of this article is how potential entrepreneurs transform to nascent entrepreneurs. The present study supports that goal setting is imperative in nurturing entrepreneurial motivation among prospective entrepreneurs. As goal setting is closely linked to beliefs about personal capabilities, business schools should influence individuals’ beliefs about their personal capabilities, which is a precondition for congruent entrepreneurial goals.

• Aernoudt, Rudy & Erikson, Truls (2002). Business Angel Networks; a European Perspective. Journal of Enterprising Culture. ISSN 0218-4958. 10(3). Vis sammendrag

  This paper highlights the importance of business angel networks, as a tool of stimulating an entrepreneurial culture and small business financing. It also sheds light on current practices and the dimensions of business angels in Europe. A study made in 1998 for the European Commission suggests that the potential for investments by business angels is estimated to be between 10 and 20 billion € [Euro] per year. This can be compared with the 3 million Euro in seed and start-up investments made in 1999 by the venture capital industry. A remarkable difference, which deserves further attention. This particular inquiry includes a brief benchmarking exercise on informal private investor networks, known as business angel networks. The background for this study is the underlying thesis that the potential for investments through business angels is insufficiently developed. Implications for policy makers and future research are discussed.

• Erikson, Truls (2001). Perceiving Entrepreneurial Opportunities in the Wireless Alley. Quarterly Journal of Electronic Commerce. ISSN 1528-3526. 2(1), s. 25–30. Vis sammendrag

  The introduction of the GPRS or the UMTS technology is Schumpeterian entrepreneurship in practice. That is, Schumpeterian entrepreneurship creatively destructs existing economic equilibrium states. By contrast, Austrian entrepreneurship represents the arbitrage movement towards economic equilibrium. That is, most of the [content] suppliers take the role as Austrian entrepreneurs. It is recognized that this interplay between movements towards and away from an equilibrium point is at the very heart of economic development and the evolution of industries. Hence, the magnitude of this interplay is a major criterion for the wireless industry‘s successful emergence. Those with the ability to arbitrage away market imperfections are netpreneurs . That is, netpreneurs' cognitive and behavioral ability to align their behavior with entrepreneurial opportunities is an emerging industry’s scarce source of entrepreneurial supply.

• Erikson, Truls (2001). Revisiting Shapero. Towards a taxonomy of entrepreneurs. New England Journal of Entrepreneurship. ISSN 1550-333X. 4(1), s. 9–14.. Vis sammendrag

  The governing paradigm of industrial organization is the state of economic equilibrium. By contrast, Schumpeterian entrepreneurship creatively destructs such an equilibrium state. Moreover, Austrian entrepreneurship represents the arbitrage movement towards economic equilibrium. It is recognized that this interplay between movement towards and away from an equilibrium point is at the very heart of economic development and the evolution of industries. Those with the ability to deal with these movements towards and away from equilibria are entrepreneurs. That is, entrepreneurs' cognitive and behavioral ability to align their behavior with entrepreneurial opportunities is the fundamental mechanism to entrepreneurial supply. Based on the Shapero model, an entrepreneurial taxonomy is developed and implications are discussed.

• Erikson, Truls & Nerdrum, Lars (2001). New venture management valuation; a special case of human capital. Venture Capital : an International Journal of Entrepreneurial Finance. ISSN 1369-1066. 3(4), s. 277–290. Vis sammendrag

  A theory of new venture management valuation should answer the two questions: (1) What should be assessed? (2) How can it be assessed? In response to the work of Smart (1999), we address the first question and suggest a conceptual framework for the valu ation of founder managers

• Nerdrum, Lars & Erikson, Truls (2001). Intellectual capital: a human capital perspective. Journal of Intellectual Capital. ISSN 1469-1930. 2(2), s. 127–135. Vis sammendrag

  Congruent with Ulrich (1998), we see intellectual capital as complementary capacities of competence and commitment. Based on theoretically and empirically robust human capital theory, we define intellectual capital as individuals

Se alle arbeider i Cristin

• Jenssen, Jan Inge; Kolvereid, Lars & Erikson, Truls (2012). Perspektiver på Entreprenørskap. Cappelen Damm Akademisk. ISBN 978-82-7634-956-6. 356 s.
• Jenssen, Jan Inge; Kolvereid, Lars & Erikson, Truls (2006). Perspektiver på entreprenørskap. Cappelen Damm Høyskoleforlaget. ISBN 8276346731. 306 s.

Se alle arbeider i Cristin

• Gan, Dennis; Erikson, Truls & Bjørnåli, Ekaterina Shepeleva (2022). The role of relational pluralism in entrepreneurial ecosystems .
• Bjørnåli, Ekaterina Shepeleva; Erikson, Truls & Aspelund, Arild (2022). The role of board leadership in international engagement.
• Gan, Dennis & Erikson, Truls (2021). Start-Ups as Acquiree: The Moderating Role of Pluralistic Ties.
• Gan, Dennis & Erikson, Truls (2021). In The Pursuit Of Growth: Flipping The Principal-agent Roles In Venture Boards.
• Erikson, Truls (2021). In the Pursuit of Growth - Flipping the Principal-Agent Roles in Venture Boards.
• Erikson, Truls; Coleridge, Chris & Bjørnåli, Ekaterina S. (2020). Effective venturing teams in entrepreneurial ecosystems: The moderating role of board chair leadership. .
• Erikson, Truls; Coleridge, Chris & Bjørnåli, Ekaterina S. (2020). Intraboard relationships and the effectiveness of venturing teams in high-tech firms; the moderating role of CEO duality.
• Erikson, Truls & Pershina, Raissa (2018). The Role of Trust in Crowdfunding.
• Pershina, Raissa; Leunbach, Daniel & Erikson, Truls (2018). The Role of Generalized Trust and Aristotle’s Rhetoric in Crowdfunding.
• Kubberød, Elin; Pettersen, Inger Beate; Erikson, Truls & Lahn, Leif Christian (2018). Progresjon og kvalitet i høyere entreprenørskapsutdanning. UNIPED. ISSN 1500-4538. 41(1), s. 5–9. doi: 10.18261/issn.1893-8981-2018-01-01.
• Erikson, Truls (2014). Entrepreneurship by design.
• Erikson, Truls; Aspelund, Arild & Løvdal, Nicolai Solberg (2014). Value Capture in Nascent Industries: The Case of the Emerging Offshore Renewable Industry.
• Erikson, Truls (2014). Entrepreneurship as subjective, intersubjective and objective.
• George, Bradley; Erikson, Truls & Parhankangas, Annaleena (2013). Preventing Dysfunctional Conflict: Examining the Relationship between Different Types of Managerial Conflict in VC-backed Firms.
• Knockaert, Mirjam; Bjørnåli, Ekaterina & Erikson, Truls (2013). Board Strategic Involvement in Early Stage High Tech Firms: An Attention Based Perspective. Vis sammendrag

  Boards in early stage high-tech firms have an important role to play in strategic decision making. Building on the attention based view of the firm and self-efficacy theory, w e study the role of top management team (TMT) and board chair characteristics as antecedents of board strategic involvement (BSI). Studying a sample of 117 Norwegian academic spin-offs, we find that TMT diversity positively affects BSI, w hereas CEO duality negatively affects BSI. We further find that the industry experience of the board chair positively moderates the relationship between TMT size and BSI whereas CEO duality reinforces the TMT diversity-BSI relationship.

• Bjørnåli, Ekaterina; Erikson, Truls & Knockaert, Mirjam (2011). The Impact of Top Management Team Characteristics and Board Strategic Involvement on Team Effectiveness in High-Tech Start-Ups. Academy of Management Proceedings. ISSN 0065-0668.
• Bjørnåli, Ekaterina; Erikson, Truls & Knockaert, Mirjam (2011). The Impact of Top Management Team Characteristics and Board Strategic Involvement on Team Effectiveness in High-Tech Start-Ups.
• Berg-Utby, Terje; Sørheim, Roger & Erikson, Truls (2007). The influence of interaction history and time horizon on the venture-capitalist/new-venture team cooperation.
• Erikson, Truls & Berg-Utby, Terje (2007). Pre-investment negotiation characteristics and CEO dismissal in venture capital-backed firms.
• Erikson, Truls & Berg-Utby, Terje (2005). Governance logic and new venture performance.
• Erikson, Truls & Sørheim, Roger (2003). 'Schumpeterian' versus 'Austrian' Angels. Vis sammendrag

  In this paper, serial venture investors are conceptualized as entrepreneurs. The paper contrasts 'Schumpeterian' angels with 'Austrian' angels. The former are serial investors in technology based firms with an international market potential. 'Austrian' angels are conceptualized as serial investors in firms with an international market potential. The data support the notion that Schumpeterian and Austrian angels differ on several grounds. In fact, they differ with regard to sources of deal origin, selection, monitoring and exit preferences.

• Erikson, Truls & Gjellan, Are (2002). University Incubation Programmes as an Entrepreneurship Learning Facility. Vis sammendrag

  The point of departure is a temporary university incubator at a Norwegian technological University. These incubation programmes are held quarterly, and comprises six parallel developing teams nurturing and qualifying different business idea into viablebusiness plans. The programme has been successful, in technological, commercial and learning terms. Out of 102 business ideas, numerous new technology based firms have been created from the incubation programme, and more than 400 students have receivedsignificant practical real life hands-on start-up experiences which have resulted in increased start-up competence and motivation. Implications are discussed.

• Sørheim, Roger & Erikson, Truls (2002). 'Technology angels' and other informal investors.
• Erikson, Truls (2001). Towards a Taxonomy of Investors - a risk exposure perspective. Vis sammendrag

  It is generally acknowledged that early stage enterprise finance is associated with high risk. This study investigates the risk profiles of institutionalized seed capital funds as compared to institutionalized venture capital funds. However, as this typ e of risk exposure hardly can be measured directly, the underlying thesis is that the funds

• Erikson, Truls (2001). The Creation of an 'Austrian' Mindset: Two Competing Paradigms. Vis sammendrag

  It is recognized that Austrian entrepreneurship promotes equilibrium within an existing economic situation. That is, Austrian entrepreneurs have the ability to initiate movement towards economic equilibria. As Austrian entrepreneurship emphasizes market opportunities, it should have a central place in entrepreneurship behavior theory. Implications for further research are discussed.

• Bjørnåli, Ekaterina Shepeleva; Erikson, Truls & Gulbrandsen, Magnus (2009). Board of Directors, Top Management Team and the Development of Academic Spin-Off Companies. Tapir Uttrykk. ISSN 9788247116777. 2009(144).
• Berg-Utby, Terje & Erikson, Truls (2007). Venture Capital Ownership - Perspectives on the Venture-Capitalist/New Venture Team Relationship. NTNU. ISSN 978-82-471-0749-2. 2007(35).
• Sjölander, Sören; Erikson, Truls; Sæmundsson, Rögnvaldur J; Hellström, Tomas; Magnusson, Mats & Björkdahl, Joakim [Vis alle 8 forfattere av denne artikkelen] (2006). Nordic Seed and Venture Capital Markets for Innovation. Nordic Innovation Centre.

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