Service-dominant logic perspective on technology-based business incubator

Figures & data

Figure 1. Distribution of Technology-based Business Incubator (TB-BI) based on ownership in Indonesia, Source: Indonesian Business Incubator Association (2021).

Figure 2. Bandung Techno Park Quadruple Helix Model (Source: Bandung Techno Park Presentation, Unesco-WTA Training Workshop).

Figure 3. Axioms of service-dominant logic (Lusch & Vargo, 2014).

Table 1. Service-dominant logic premises.

Premises 1	Every economic connection is a service-for-service transaction. Services are skills, function, or information that the second party can use.
Service is the fundamental basis of exchange
Premises 2	Third-party value providers conceal service-based exchange. When a consumer orders, the items and money transferred hide the services as actionable information for the vendor and functional usage of the things for the consumer.
Indirect exchange masks the fundamental basis of exchange
Premises 3	Ownership doesn’t add value to a manufacturer’s product. Instead, users’ technology and customer service product value.
Goods are a distribution mechanism for service provision
Premises 4	Organizational skills and understanding provide a corporation with an edge over competitors. Customers offer information to a company by purchasing and using its products.
Knowledge and skills are fundamental to competitive advantage
Premises 5	Service exchange supports all trades in an economy due to the service-for service relationship. Consumer-producer connection grows more service-based as enterprises and items specialize.
All economies have a service-based economic nature
Premises 6	According to service-dominant reasoning, consumers’ market behaviors constantly provide service value to enterprise by improving their future decision-making. In contrast, producers create value and buyers consume it for cash.
The customer is always a co-creator of value
Premises 7	A firm can generate customer-appealing products and services, but it cannot directly value customers. The manufacturer’s delivery and the consumer’s use determine a product’s worth.
A business can only offer customers a value proposition
Premises 8	Service-dominant market evaluation requires a customer-centric perspective since a firm relies on customers to co-create value. To co-create value with customers, the firm must understand its products and services in the context of its interactions with them.
A service-centered view is customer-oriented and relational
Premises 9	Businesses and customers make up an economy. Mixing services from diverse providers determines a company’s service value.
All social and economic actors are resource integrators
Premises 10	Consumer utility determines a service’s worth. The receiver, not the service provider, determines the value supplied by one party, such as the provider to the consumer or the consumer to the producer.
A beneficiary always determines a service or product’s value

Figure 4. Conceptual transition from goods-dominant logic to service dominant logic.

Table 2. Service orientation mapping of technology based business incubator.

Matrix of service orientation		Purpose of economic exchange	Objects of economic exchange	Value added generator	Value co creation
Goods dominant logic	Office rent	Transactional BTP applies a rental price of Rp 1.2 million per month which can be paid by tenants for the use of the facilities provided	BTP provides flexible office space with a prestigious business address, fully furnished, and everything you need for an office	A prestigious business location with modern office space interior and exterior design	There is no special value creation from the office rent provided other than physical facilities
	Co-working space	Work space, with office facilities with a rental price of IDR 300,000 per month which can be paid by tenants if you want to take advantage of the co-working space.	It has been determined the minimum lease period of 1 month on behalf of the individual.	Flexible, shared or private arrangements for tenants	Bringing an image to tenants as a startup that works in a room with good facilities complete with technological facilities such as internet wifi, and other support.
	Physical facilities	Ensure the availability of physical facilities during the incubation period at BTP can be used properly. A substantial, not just semantic, difference must be drawn between incubation and incubator, including facilities for providing work space.	Providing facilities that can be a place to explore inspiration and motivation to develop innovation with partners in business incubators	The exchange of experiences is facilitated through associations and alliances. BTP provides a meeting room as a physical means to meet external parties	Use of the physical facilities available for startup activities to work, discuss and meet during mentoring or coaching
	Virtual office	Virtual incubators help develop new businesses in existing laboratories or workspaces, so they can move to physical incubators.	Discussion sessions can be conducted online using an internet connection facility.	It is less time to discuss with the coach when compared to having to physically meet face to face	Building an image of an incubator area based on appropriate technology for startup needs.
	Workspace solution	Help overcome technical assistance constraints when needed, and improve access to information, financial resources and workspace that are not freely available.	The occupation space is quite spacious with good lighting, comfortable air circulation, and a neat layout to make it easier for tenants to move in the available workspace area.	The available paid workspaces can be used for meeting rooms with partners, investors and discussion sessions with mentors and business coaches respectively.	In preparation for creating a new virtual mode e-incubation, based on counseling and distance learning, awaits development.
	Technology solution (Hardware Development, Software Development, Big Data Consultant)	Assist tenants to develop hardware and software in accordance with the direction of product development, and the results of mentoring.	Provide assistance/mentorship to startup entrepreneurs in the formulation of improved solutions to current challenges and encourage others to join this pursuit. These abilities grow throughout time, often beginning when the individual accepts new challenges and learns from failure.	Building an image that Bandung Techno Park really cares about providing facilities to tenants for things that are applied technology. Either in the form of hardware or software.	A new form of development that is planned to always develop. Able to provide solution services and can be a forum for consultation for startups.
Service dominant logic	Networking	Provides inexpensive space and shared amenities to a small group of businesses. Recognized the need to equip the area with counseling, skill enhancement, and networks, as well as access to professional assistance and startup money for in-house clients and external partners.	Professional networking and community involvement serve as a base of support for tailoring assistance to the requirements of startups.	Developing a smart workspace with a robust electronic infrastructure, improving management quality, providing marketing and networking support for client companies, actively promoting innovation processes, and facilitating access to risk-directed capital are the main requirements for a sustainable incubator model.	BTP offers possibilities for companies to establish their networks, which is the primary reason why startup accelerators should prioritize network promotion, provide activities for startup incubation development, and give business solutions to local or regional ecosystems.
	Mentoring	This program lasts between four and six months and provides training, business monitoring, and mentorship with partners or BTP graduates from the Indonesian market, industry, and startup ecosystem.	By being given mentoring, it is hoped that every startup can carry out their business plan consistently, and not pivot in the middle of the journey.	Fostering the need to learn from those who already have experience. Provide opportunities for alumni to share experiences and knowledge.	Motivations for becoming an entrepreneur include the desire for independence, to produce value, to contribute to society, to acquire notoriety, to become wealthy, and, often, to avoid unemployment. Mentoring entrepreneurs, often on a volunteer basis, may be beneficial.
	Coaching	Consulting services and specialized coaching offered, the price charged, and the use, must be reviewed every three months to ensure that only the relevant services offered and the price is reasonable for the tenant facilities.	Coaching as a form of guidance for the startup to improve and enhance the capability and capacity of each individual in the startup itself so successfully achieve goals in business processes they want to achieve.	The process of value creation cannot be carried out automatically without the formation of entrepreneurial character building, and its nature must be in the form of mentoring.	It is hoped that by getting coaching that is in accordance with their needs, startups can develop their products, markets and technology during the incubation process.
	Workshop	Startups get customized supervision for six to twelve months throughout the incubation phase. This is the ideal venue for cooperation, networking with the Indonesian business community, participation in seminars and training sessions, and receiving coaching and guidance.	Because BTP is in the higher education area, the form of workshops provided is to provide classes, workshops and discussion with specialists.	Courses and workshops: many sorts of training, such as company creation processes, entrepreneur support tools, and the abilities required for internships at startup firms.	At the end of the program, the startup presented the workshop results to investment companies, potential customers during Demo Day.
	Seminar	To mobilize on the formal network established for startups to help with their needs, including educational seminars and workshops.	Individually or jointly preparing a "mind map" of the requirements, interrelationships, and results of the activities and situations under study may be beneficial while getting training or attending a seminar, or after the event has concluded.	By participating in a series of seminars for startups, it is hoped that they can open their horizons and be sure to continue to explore the potential for innovation from the products they create.	During the incubation program period, at least 10 seminars are provided, startups can choose and ask what kind of seminar theme they need.
	Funding System	System funding managed by BTP is to help startup has funds that can be used to develop products and innovations they need during the incubation period.	IBT is a grant fund administered in conjunction with the Ministry of Research, Technology, and Higher Education. Managers get funds from indigo. Managers get funds from the university.	Although obtaining funding has its own requirements. Funding also comes from universities only not used for tenant funding but for the operations of the incubator itself.	The involvement of the incubator in the growth of technology-based entrepreneurship includes networking, excellent team management, mentorship, concept validation, infrastructure, and finance.
	Product, Market, Technology Validation	At this stage the objectives of evaluating product validation, market validation, and validation technology are benchmarks and evidence showing the progress of continuous innovation from startups at BTP.	The objects at this stage are startups that have undergone an incubation period of more than 6 months. Product, market and technology validation is an important process that shows the development of a startup business.	It is hoped that in this stage the product developed can meet market needs, and the technology developed also has renewal and feasible innovation costs.	The validation process for developing a product is expected to end in an effort made to meet market needs.
	Business Model Validation	The main task of startups and business incubators is to be able to validate their business models.	Startups that already have a prototype of their product innovation are expected to be ready with a valid business model.	During this phase, there are already more stakeholders who must trust in the validation of current business models.	Business model validation explains the position of the cost structure, internal resources, market potential, team quality, technology and also timing for their product.

Table 3. Type of service orientation in Bandung Techno Park as a technology-based business incubator role.

Type of service orientation		Role of BTP as firms	Role BTP as incubators	Role of goods	Role of resources
Goods dominant logic	•Office Rent	BTP acts as the facility owner who rents out office space, and the tenant acts as the facility tenant for a certain period of time.	Fulfilling the rights and obligations as an office tenant, can use the office space facilities provided, and participate in maintaining shared facilities.	In terms of facilities, available: Access in and out of BTP, free electricity, air conditioning, fax numbers, fast internet connection (up to 2 Mbps), free parking, 24-hour security, reception, lobby, cafeteria. Special rates for use in meeting rooms, training rooms, auditoriums etc.	The entire availability of physical resources at BTP is fully in the maintenance and management of BTP.
	Co-Working Space	BTP as the facility provider, and the lessee as the facility user who has paid for the agreed period.	Use the co-working space as much as possible during the rental period.	Cube-shaped workspace with a maximum capacity of 4 people, internet connection up to 2Mbps, free electricity, and 24 hours security.	Cube-shaped workspace with a maximum capacity of 4 people, internet connection up to 2Mbps, free electricity, and 24 hours security.
	Physical facilities	It offers technology-based customers with a creative atmosphere, opportunity to engage with other customers, and the physical resources necessary to do their jobs.	To enhance the effort creation experience while reducing physical expenditures and facilitating the learning process, face-to-face engagement must be integrated with virtual interaction.	The fast development of information and communication technology (ICT) and the growth of Internet users and video conferencing are expanding the prospects for remote entrepreneurship training and counseling. While such electronic incubation may be advantageous for reaching a greater number of entrepreneurs, reducing the expense of physical facilities, and streamlining the learning process, it must be supplemented with face-to-face interaction in order to enhance the company development experience. In addition, any variances in cultural and language patterns need cautious planning on the part of content and service suppliers.	The incubator is a combined developmental and synthesize instrument comprised of two components: real estate and company development. Multiple properties serve as income-generating physical facilities. TBI may also want to capitalize on future investments in intellectual property, including ideas, new products, patents, research, and software.
	Virtual Office	BTP only identifies the need for startups to use virtual offices, by providing services from staff who have served more than 45,000 clients from various backgrounds around the world for 15 years.	Startups can choose to use this virtual office as long as they are tenant incubators at BTP.	In this Virtual Office, the information on the website is Rp. 200,000 per month. Startups can use the facilities provided by BTP.	ICT is transforming the way incubators and their customers do business. The effect is significant and the pace of change is rapid. Several trends are evident: the physical importance of facilities will diminish, while the importance of services will increase; the e-incubator will provide counseling and training for physically remote ‘clients’; it will also enable startups to seek technology and raise funds from a broader base; incubators around the world were linked to virtual communities, which would facilitate the spread of good practice.
	Workspace Solution	BTP provides comfortable workspace facilities and prioritizes privacy.	Startups can take advantage of workspace facilities that can be used for mentoring and training activities.	The availability of physical space should not limit the space for startups to use the work space.	BTP offers services to startups that help them to build products in the form of commodities and services that people truly desire and that bring value to their lives. However, they must generate a profit.
	Technology Solution) Hardware Development, Software Development, Big Data Consultant)	BTP promises facilities that provide technology solution services that need to be developed for startups that are members of the incubation period.	It is hoped that this technology solution will be able to provide advances in both hardware and software.	Consultation for using Big Data Analysis will be given to mentors who are experts in their fields.	As representatives of the owners, they are responsible for adjusting the design and construction of an innovation and construction plan from production, for decisions on behalf of the owner, and for reference for those who need additional approvals for rapid completion.
Service dominant logic	Internal External Networking	The BTP incubator invests in infrastructure, external resources, and network capabilities that correlate favorably with startup success.	The BTP incubator facilitates the prudent deployment of current resources, the expansion of capabilities, and interactions both inside the incubator and with the larger business network. Although there are still inadequacies about the usage and function of incubator resources and capabilities and the methods they possess, it can be inferred that resources and capabilities impact service performance.	No objects are interchangeable in this stage, everything is purely about the science in the form of a network that will surely invesatsi needed by startups.	Focused on counseling activities, and HRD, building networking.
	Mentoring	Provides support such as training seminars, the Investment Club, mentorship, and entrepreneur counseling.	Embracing concepts, learning by doing, at work, and through work. Building a systematic connection of mentoring experience with the demands of the job. A possible approach moving from minimal workplace guidance to full mentoring support for startups.	Providing services such as training courses, mentoring on Investments; and entrepreneur guidance.	As an incubator, BTP offers services such as access to internal seed and venture capital funds, partner searches, aid with human resource challenges, and recruiting and mentorship assistance.
	Coaching	Assistance with management is often known as business counseling, coaching, or "mentoring." This relates to the different coaching activities provided for the development of entrepreneurs and their businesses.	Coaching completely dominant business lines must take place in the ICT-based business sector, the media, or communications. In accordance with the fundamental concepts behind the bottom-up business incubator, entrepreneurs should embrace knowledge and experience exchange and collaboration rather than rivalry.	Scheduled and scalable from every coach accompanying the Startup.	For value development, intelligent self-service platforms are required to provide substantial engagement between startups and coaches. Conversely, producers must be vigilant to recognize the possibilities presented by the four technical aspects (for example, the optimization capability for equipment). Such very intelligent service systems need substantial inter-provider interaction for value development. This presents the Incubator with a chance to enhance its offerings.
	Workshop	Awarded at least 10 workshops that match the needs of startups in Bandung Techno Park.	Workshop with mentoring for startups has arisen as a tool to aid entrepreneurs in making crucial choices. Provide a mentor (e.g., an experienced, expert, or successful consulting entrepreneur) to assist early-stage startup teams in finding acceptable issue solutions by implementing support programs (such as workshops) and providing entrepreneurs with techniques to develop their business ideas.	The social interactions that occur in relevant workshops are often offered by stake holders by such service providers as an incubator and accelerator.	Bring in experts who have experience and skills relevant to the workshops needed for startups. The agenda is set by BTP.
	Seminar	During the incubation period, seminars are held at least once a month. All startups involved are free to decide as needed. BTP facilitates the types and themes of the seminars being held.	The seminar is needed to provide education and share experiences from startup incubator alumni who have studied and have graduated from BTP.	The interaction between alumni and startups indirectly builds an internal ecosystem with startups.	Involving external parties to become speakers besides internal speakers / BTP graduates, is very useful for knowledge development and building a business ecosystem.
	Funding System	BTP manages funding sources for startups. During the incubation period, they have many opportunities to raise funds to advance startups and technological innovation.	The opportunity to obtain capital is given to all tenants. Startups are given the authority to manage capital and are accountable.	Along the way, there are still irregularities in the use of funds for startups and are unable to be accountable for managing the funds they have, even pivoting from their product development agenda.	The various parties involved in funding at the BTP incubator are not directly connected to the Startup, but are managed by BTP. The funding management system is still not well controlled.
	Product, Market, Technology Validation	Technology simulation practice carried out by experts available from the BTP network, both from users, and facilitated mentors.	Before transferring technology to the market, it must be experimentally tested by modelling its eventual practical use. BTP provides support with the simulation process based on the demands of the Startup.	As more is learned about the technology, simulations of technology validation in the form of technology prototypes are gradually updated to realistic settings. This phase of validation entails a multitude of roles played by diverse stakeholders.	BTP providing facilities in the form of "Demo-day" for Startups to tell target audiences about their goods, and indirectly contributes to the early validation of products, markets, and technologies. More about this source text Text source needed for more translation details
	Business Model Validation	BTP operates as an incubator to continually grow a structured and scalable startup team by facilitating the acquisition of fresh talent.	The BTP incubator determined that "startup failure is a commercial failure, and this happens because there is often an inventor, researcher, or innovator on the team, but no entrepreneur."	Completely needed in a startup is not only innovation and product development and technology from a product / service that is created, but creativity to be able to meet sustainable market needs.	Resources that are dynamic in model validation require a collaborative mental model to be more adaptable for startups.

Figure 5. Technology-based business incubator service orientation concept.

Figure 6. Service science and service orientation framework study.

Table 4. Service-dominant logic technology-based business incubator service competencies.

Service competencies (SC)	Integration with service orientation of technology-based business incubator
SC1: Quality Technical Assistance Hackett and Dilts (2004). Von Zedtwitz and Grimaldi (2006). McAdam (2008). Scillitoe and Chakrabarti (2010). Webb et al. (2009).	SO-1; SO-4; SO-6; SO-7 To create and maintain quality, a technology-based business incubator’s management must have substantial experience advising, investing, or managing a firm. Invite seasoned specialists to help them assess the startup’s quality and suitability for technology-based incubators. Helping businesses plan innovation quality based on initial funding and directing them with an entrepreneurial approach to meet scientific, regulatory, and legal administrative criteria. This funding helps entrepreneurs make better goods and succeed.
SC2: Marketing Assistance Khalid et al., Abetti (2004). Bøllingtoft and Ulhøi (2005). Carayannis and Von Zedtwitz (2005). Grimaldi and Grandi (2005). Von Zedtwitz and Grimaldi (2006). Grimaldi and Grandi (2005). Becker and Gassmann (2006). McAdam and McAdam (2008). Scillitoe and Chakrabarti (2010). Santos and Eisenhardt, (2009).	SO-1; SO-2; SO-3; SO-5 "Incubation" uses technology, money, and expertise productively. Entrepreneurial talents, new business formation, and technology application are capitalized on. Incubators help startups with business and marketing strategies, management teams, financing, and a wide range of other professional services. Incubators offer flexible space, systems, and expertise.
SC3: Relationship and Network Support Hansen et al. (2000). Baker et al. (1992). Hackett and Dilts (2004). Soetanto and Jack (2013). Ford and Håkansso (2013). Gummesson et al. (2010). Gummesson (2017).	SO-1; SO-3; SO-5; SO-7 Technology-based business incubators help entrepreneurs create relationships and networks with other startups and foster a mutually beneficial environment. For a highly imaginative corporation, create a synergy network with universities to improve access to commercial aid, grants, investors, and related academic institutions. The support network must meet tenant needs and allow enterprises to interact with a variety of partners.
SC4: Education and Human Resources support Mian et al. (2016). Falkäng and Alberti, (2000). Fayolle et al. (2006). Wright et al. (2007).	SO-2; SO-4; SO-5 Service emphasis on operational demands in the form of physical facilities is obvious, but the competency of mentors, coaches, and experts, as well as asking specialists to analyze and validate, is also significant. Service-oriented startups with expert human resource help are more likely to succeed.
SC5: Statutory approval support Merrifield (1987). Saviano et al. (2017). Smilor (1987a, 1987b). Allen and Weinberg (1988). Bøllingtoft and Ulhøi (2005). Carayannis and Von Zedtwitz (2005). Becker and Gassmann (2006). McAdam and McAdam (2008).	SO-1; SO-4; SO-5; SO-6; SO-7 Incubation requires customization and flexibility in in in services like legal or strategic advice. Provide intellectual property and copyright services and knowledge of legal firm procedures. Depend on the entrepreneur’s background, goals, and environment.
SC6: Product development support Aerts et al. (2007). Carayannis and Von Zedtwitz (2005). Becker and Gassmann (2006). McAdam and McAdam (2008).	SO-1; SO-4; SO-6; SO-7 Incubators allow startups to engage with product innovation experts. This facility helps businesses improve product quality while creating networks with academics, industry professionals, and customers.
SC7: Securing capital Scaramuzzi (2002). Khalid et al.; Lalkaka (2002). Lendner and Dowling (2003).	SO-1; SO-2; SO-3 Startups incubating product innovations depend on investment. Incubators are crucial for funding, capital guarantees, investor meetings, and financial counseling. In this situation, the incubator’s orchestration of tenants’ money management skills is crucial. During pre-incubation, new tenants might learn from each period’s success.
SC8: Dissemination of information Smilor and Gill (1986). Campbell (1989). Allen and Weinberg (1988). Mian et al. (2016).	SO-1; SO-3; SO-5; SO-6 Technology-based business incubator managers must provide access to clients, suppliers, and subcontractors, partnership opportunities with other incubator companies, knowledge sharing and dissemination from practitioners, government regulations, and legal advice on copyright and intellectual property rights.
SC9: Feasibility study Campbell (1989). Allen and Weinberg (1988). Smilor and Gill (1986).	SO-2; SO-3; SO-4 In the incubation period, startups will go through the stages of product validation, market validation, and business and technology validation—the critical stage for conducting a series of feasibility studies of the developed business for newly startups. A structured and measurable companion must be formulated on an ongoing basis to ensure the startup’s success during the incubation period and for the future of the developed business.
SC10: Developing business plan Smilor (1987a, 1987b). Yu and Sangiorgi (2018).	SO-1; SO-3; SO-5; SO-6 Technology-based product development by startup incubators requires ongoing support. New business management will be planned, organized, and quantified through the business development process, which involves a business model. This service aims to predict startup failures from pre-incubation through post-incubation.
SC11: Business counseling Mian (1997). Phan et al. (2005). Mian et al. (2016). McAdam et al. (2016).	SO-5; SO-6; SO-7 Tech incubators have limited tenants. Therefore, they may have direct and extended human interactions with their consumers and anticipate their diverse needs through proactive and continual counseling. Since corporate service needs vary. The variation in demands may
SC12: Learning and adaptation Smilor and Gill (1986). Smilor (1986). Allen et al. (1988). Campbell (1989).	SO-2; SO-3; SO-4; SO-6 The knowledge, attitudes, skills, methods, and awareness required to accomplish tasks, solve issues, communicate, handle information, cooperate, create and share material, and gain knowledge in an effective, efficient, and appropriate way for work, enjoyment, participation, learning, and adaptation socializing in a critical, imaginative, entrepreneurial, creative, ethical, and sensible manner.
SC13: Cost reduction support Similor and Gill (1986). Allen and Rahman (1985). Allen and McCluskey (1991). Lalkaka (2002). Hannon (2005). Mian (1997). Shane (2004).	SO-1; SO-3; SO-7 Technology incubators and hubs with integrated service systems will increase size, reach, and decrease cost. Technological incubators may create franchise systems.
SC14: Accelerating the commercialization Allen et al. (1988). Phan et al. (2005). Chan and Lau (2005). Siltaloppi et al. (2016).	SO-2; SO-4; SO-6 Technologies-based business incubation will flourish in varied settings, growing technology, and diversified market segments. However, additional effort is needed to provide a basis for technology incubators’ prospective exploration and long-term prospects. Acceleration and synergy are needed to construct an ecosystem to hasten the exchange of experiences and opportunities between incubators and startups as clients.
SC15: Minimizing failure chances Campbell (1989). Allen and Weinberg (1988). Smilor and Gill (1986).	SO-2; SO-5; SO-7 Technology incubators compensate for market failures and resource allocation inefficiencies. Counseling is the key to preventing this.
SC16: Collaboration Yan et al. (2010). Santos and Eisenhardt (2009).	SO-3; SO-4; SO-6; SO-7 The convergence of services and government support may explain the incubation program’s success. Technocratic leadership is fostering university-state-business collaboration. Increasing scientific research productivity and creativity, finding (and maintaining) skilled incubator managers, creating an entrepreneurial culture, and moving from government subsidies to reasonable self-sustainability are the concerns to solve (referred to as "corporatization").
SC17: Communication Skills Karpen et al. (2012). Santos and Eisenhardt (2009). Lalkaka (2001).	SO-1; SO-2; SO-3; SO-7 Incubator managers must communicate well. The incubator must connect with tenants and the community and act as an information "node" for investors, the technology industry, and potential clients. Such managers must be good communicators.
SC18: Entrepreneurial Mindset Yan et al. (2010). Kohler (2016). Weiblen and Chesbrough (2015). Donofrio et al. (2010). Spohrer and Maglio (2008). Spohrer et al. (2008, December).	SO-4; SO-5; SO-6; SP-7 Technology-based business incubators might not always maximize firms’ innovation and competitive advantage potential. Startups and incubators look excellent for innovation due to their entrepreneurial and collaborative efforts. Large companies and startups struggle to work together. Formation is optimal during incubation. Technology-based business incubators must provide an environment to detect and capture organizational learning and nurture a sustainable entrepreneurial mentality.
SC19: Entrepreneurial Culture Lalkaka (2001, November).	SO-1; SO-5; SO-6 Technology-based business incubators need financial preparedness, sufficient technology facilities, entrepreneurial culture, and a supportive environment, especially in certain regions. Practitioners of technology-based business incubators that are not ideal should seek out worldwide best practices and then adapt their work culture, based on what they have and know, to fit their local culture, boundaries, environment, and circumstances.
SC20: Business Ethics Lalkaka (2006).	SO-1; SO-4; SO-7 Startups need reliable services. Incubator managers must develop multidimensional skills like managerial competencies, communication skills, leadership, ethics, empathy, and an understanding of social impact and environmental defects to help the community accept dynamic and systematic technology-based businesses that can develop ethically.

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