Business Incubators (BI) emerged in the early 1980s as a result of previous experiences with different services aimed at developing businesses. Their main objective is to support the process of creating new ventures. They offer cost-effective workspace along with shared amenities, counseling, training, data, and connections to external networks for entrepreneurial collaborations. In this research, we employed a case study design to theorize on the network’s nature and strategies of incubated firms at MaRS Innovation Centre in Canada. This research was carried out over two years (2021–2023) in the form of 29 interviews with the representatives of the MaRS tenants, including senior executives (20) and managers (7). The interviews that explored business development, R&D strategies and networking at MaRS were audio-taped, transcribed, and analyzed using conventional qualitative data analysis procedures. Tenants were grouped according to business type and incubator functions, while networks were further coded based on functions and partners. The analysis revealed three types of networks such as advisory, spin-off, and strategic, with different degrees of engagement of support organizations, large enterprises, and SMEs. Enablers incorporated the community setting, MaRS business services, close access to advisers, clients, and partners, and MaRS identification, while barriers consisted of distinct business orientations, restricted resources, numerous tenants at MaRS, and approaches to recruitment. MaRS had a strong collaborative culture and offered a wide range of services that greatly supported network development and usage among the tenants.
Keywords
Business Incubators, Interactive Community Setting, MaRS Innovation Centre, MaRS Administration Services, High-End Quality of MaRS, Interorganizational Networks.
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EMBA Education Center, National School of Development, Peking University, Haidian District, Beijing 100080, China.
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Gan Jing, “The Role of Technology Incubators in Fostering Interorganizational Networks A Case Study of MaRS”, Journal of Enterprise and Business Intelligence, vol.5, no.1, pp. 040-051, January 2025. doi: 10.53759/5181/JEBI202505005.
