Adapting to technological change: How innovation ecosystems shape startup inter-organizational integration decisions

Moacir Godinho Filho (), Renata de Oliveira Mota, Cauê Ribeiro S. Frungilo, Gilberto Miller Devós Ganga, Jonhatan Magno Silva, Serena Strazzullo and Antonello Cammarano
Additional contact information
Moacir Godinho Filho: Métis Lab EM Normandie - EM Normandie - École de Management de Normandie = EM Normandie Business School, UFSCar - Federal University of São Carlos = Universidade Federal de São Carlos
Renata de Oliveira Mota: UFSCar - Federal University of São Carlos = Universidade Federal de São Carlos
Cauê Ribeiro S. Frungilo: UFSCar - Federal University of São Carlos = Universidade Federal de São Carlos
Gilberto Miller Devós Ganga: UFSCar - Federal University of São Carlos = Universidade Federal de São Carlos
Jonhatan Magno Silva: UFAL - Universidade Federal de Alagoas = Federal University of Alagoas
Serena Strazzullo: UNINA - University of Naples Federico II = Università degli studi di Napoli Federico II
Antonello Cammarano: UNISA - Università degli Studi di Salerno = University of Salerno

Post-Print from HAL

Abstract: In the context of technological turbulence, startups must navigate a dynamic environment characterized by rapid and unpredictable changes. This study, anchored in the Contingency Theory, investigates how technological turbulence and innovation ecosystems influence startups' strategic decisions regarding inter-organizational integration with customers, suppliers, and other institutions. Based on survey data from 183 startup managers, founders, CEOs, and team leaders, our study elucidates the adaptive strategies crucial for startups' survival and growth in technology-driven marketplaces. The findings reveal that startups embedded in innovation ecosystems exhibit a heightened propensity for inter-organizational integration, leveraging external capabilities to better adapt to technological changes. This integration fosters synergistic relationships, enhances information flow, and drives continuous innovation and operational efficiency. Conversely, startups outside these ecosystems face barriers in accessing resources and establishing trust-based relationships, highlighting the critical role of ecosystem participation in facilitating external collaborations. The study contributes to Contingency Theory by underscoring how environmental contingencies shape startup strategies and provides practical guidance for startup leaders on the importance of innovation ecosystem embeddedness and strategic partnerships.

Date: 2026-03
References: Add references at CitEc
Citations:

Published in Technological Forecasting and Social Change, 2026, 224, pp.124454. ⟨10.1016/j.techfore.2025.124454⟩

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05549664

DOI: 10.1016/j.techfore.2025.124454

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().