Document Type : Research Paper


1 Assistant Professor of Industrial management, Faculty of social sciences, Imam Khomeini International University (IKIU), Qazvin, Iran

2 Assistant Professor, College of Farabi, University of Tehran, Iran

3 Qazvin Islamic Azad University


The aim of this research is to study the effective factors on the selection of collaboration strategy among startups and brands. The managers and experts of knowledge-based companies in Qazvin Science and Technology Park, and also, some of the active brands of Qazvin industrial towns are considered as the statistical population of this research. The number of required samples was 80 persons regarding Morgan Table. Researcher-made questionnaire, based on indices mentioned in Kohler article (2016), is compiled to gather the data, and T-Student & Freidman methods are applied to test the hypotheses. Findings show that the degree of conformity between the brand and startup goals, the time of startup establishment, and the variety of innovative ideas are effective on the selection of collaboration strategy. The startup’s need to new channel for products distribution and to enter new markets, and the startup managers’ desire to increase the credibility of their companies, influence the selection of support strategy. Also, the financial power and need of the brand, the financial need of startup, and the importance of the access to company resources and to the startup’s talents are effective on the selection of investment strategy. Besides, the risk bearing of the managers, startup value, and innovation gap affect the selection of absorption strategy.


Main Subjects

[1]      حیدرزاده، کامبیز؛ زند حسامی، حسام؛ قافله باشی، سیده سارا؛ "ارزیابی تأثیر طبقه برند، شناخت برند و قیمت، بر ارزش موردانتظار و تمایلات رفتاری خریداران گوشی موبایل، مطالعه موردی دانشجویان"، مجله مدیریت بازاریابی، دوره 5، شماره 9، صص 55-21،  5(9)، 21-55، 1389.
[2]      علی آبادی، بهزاد؛ بررسی تاثیر ارزش ویژه نام و نشان تجاری بر تداوم و ترویج ارتباط مشتریان در صنعت بانکداری (مطالعه موردی بانک پاسارگاد)، پایان­نامه کارشناسی ارشد، دانشگاه شهید چمران اهواز، 1389.
[3]      Bianchi, C.; Marinković, M.; Cosenz, F.;“A Dynamic Performance Management Approach to Evaluate and Support SMEs Competitiveness: Evidences from a Case Study”, International System Dynamics Conference Proceedings, System Dynamics Society: USA, 2013.
[4]      Bivona, E.; “How to define a profitable and sustainable growth policy in a changing market? A case study: a small publishing company”, International System Dynamics Conference Proceedings, System Dynamics Society: Norway, 2000.
[5]      Chesbrough, H.; “The era of open innovation”, MIT Sloan Management Review, Vol. 44, Issue 3, pp. 35-41, 2003.
[6]      Chesbrough, H.; “Why internal ventures are different from external startups”, Retrieved November, Vol. 25, 2015, from
[7]      Chorev, S.; Anderson, A. R.; “Success in Israeli High-Tech Start-Ups; Critical Factors and Process”, Technovation Vol. 26, pp. 162–174, 2006.
[8]      Dushnitsky, G.; Lenox, M. J.; “When do incumbents learn from entrepreneurial ventures? Corporate venture capital and investing firm innovation rates”, Research Policy, Vol. 34, Issue 5, pp. 615-639, 2005.
[9]      Kameyama, S.; Kobayashi, H.; Suetake, T.; “Model for SME sector development. International System Dynamics”, Conference Proceedings. System Dynamics Society: USA, 2001.
[10]  Kim, H.; Kim, W.; “The relationship between brand equity and firms’ performance in luxury hotels and chain restaurants”, Tourism Management, Vol. 26, Issue 4, pp. 549-560, 2005.
[11]  Kohler, T.; “Corporate accelerators: Building bridges between corporations and startups”, Business Horizons, Vol. 59, Issue 3, pp. 347-357, 2016.