My research examines how environments shape entrepreneurial action, innovation, and strategic behavior, with particular attention to technology-based ventures. At its core, my work asks a simple but consequential question: why do similar individuals and organizations behave differently when they face the same opportunities? I address this question by studying how ecosystem support, institutional contexts, community resources, and individual perceptions interact to influence venture creation, scale-up, and performance.
A central stream of my research examines academic and university-based entrepreneurship, with a focus on academic spin-off ventures. In this work, I study how university-originated firms commercialize scientific knowledge and scale through their interactions with ecosystem actors. My research in this area investigates the role of intellectual property rights (IPR) regimes, organizational goal hybridity, ownership structure, and institutional constraints in shaping long-term performance, and firm survival.
A second major stream focuses on entrepreneurial ecosystems. I examine how contextual conditions at multiple levels (i.e., firm, intermediary, and policy) affect the emergence, growth, survival, and innovative output of high-technology ventures. This includes research on public–private partnerships, business incubation, regulatory environments, and ecosystem intermediaries, and how these elements shape both economic and social outcomes for nascent firms.
Across these research streams, I explicitly examine temporal dynamics and evolutionary processes. I study how firms and their internal contexts (such as governance structures, strategic orientation, and resource configurations) evolve over time, and how these changes interact with shifting institutional and ecosystem conditions. This temporal perspective allows me to capture not only whether environmental factors matter, but when, how, and for whom they matter as ventures grow, adapt, or exit.
Methodologically, I rely primarily on large-scale quantitative data and rigorous empirical approaches, including causal inference techniques, multilevel modeling, and computational simulation. By linking micro-level behavior to organizational and institutional contexts over time, my research contributes to entrepreneurship, strategy, and sustainability literatures while offering insights relevant to practitioners, policymakers, and ecosystem builders.
Abootorabi, H., Shankar, R. K., Rasmussen, E., & Wiklund, J. (2024). Do Hybrid Goals Pay off? Social and Economic Goals in Academic Spin‐Offs. Journal of Management Studies (JMS), 61 (1), 110-140. (Access Here)
Pursuing hybrid goals (i.e., pursuing both social and economic goals) is good for business. Firms pursuing such hybrid goals also benefit from involving multiple stakeholders that represent different social and economic investment goals.
Abootorabi, H., Wiklund, J., Johnson, A., Miller, C., (2021). A holistic approach to the evolution of an entrepreneurial ecosystem: An exploratory study of academic spin-offs. Journal of Business Venturing (JBV), 36(5), 106143. (Access Here)
This study applies a dynamic, ecological approach to track the complex evolution of Norwegian academic spin-offs, correcting limitations in static research. Findings reveal that public grants determine the system's carrying capacity, dictating entry and exit. Success is highly uneven: almost all major economic output comes from a handful of outlier firms backed by both grants and venture capital (VC). Further, support mechanisms like incubators and top-down institutional changes often produce unpredictable or negative long-term consequences for firm viability.
Sedeh, A., Abootorabi , H., Zhang, J., (2021). National social capital, perceived entrepreneurial ability, and entrepreneurial intentions. International Journal of Entrepreneurial Behaviour and Research (IJEBR), 27(2), 334-355. (Access Here)
Shaping entrepreneurial intentions is moderated by the social context. In particular, national social capital (an element of the social environment) complements perceived ability to start a business by helping identify favorable conditions and increasing the tendency of people to act on those conditions.
Abootorabi, H., Genedy, M. A. (2024). The Balancing Act: Ownership Structure and Market Dynamism in Entrepreneurial Family Firms. DOI: 10.5465/AMPROC.2024.21258abstract. In Proceedings of the 84th Annual Meeting of the Academy of Management.
Park, U. D., Abootorabi, H., McKelvie, A. (2023). Once an Innovator, Always an Innovator? Founder-CEO Effects on Innovation Over Business Lifecycle. DOI: 10.5465/AMPROC.2023.18525abstract. In Proceedings of the 83rd Annual Meeting of the Academy of Management.
Abootorabi, H., Yu, W., (2021). Intellectual Property Rights & New Venture Performance: Empirical Evidence from a Natural Experiment. DOI: 10.5465/AMBPP.2021.16190abstract. In Proceedings of the 81st Annual Meeting of the Academy of Management.
Shankar, R., Abootorabi, H., Rasmussen, E., (2020). Academic Spin-Off Resource Mobilization and Performance: The Role of Social, Economic & Hybrid Goals. Doi: 10.5465/AMBPP.2020.207. In Proceedings of the 80th Annual Meeting of the Academy of Management (Best Paper).
Abootorabi, H., Wiklund, J., Yu, W., (2020). Intellectual Property Rights’ and New Venture Performance: Evidence from a Natural Experiment. Babson College Frontiers of Entrepreneurship Research, Vol. 40.
Zhang, J., Amini Sedeh, A., Abootorabi, H., (2018). National Social Capital, Self-Efficacy and New Venture Creation. Doi: 10.5465/AMBPP.2018.15514abstract. In Proceedings of the 78th Annual Meeting of the Academy of Management.