An analysis framework of the parent-child relationship for post spin-off performance: Evidence from SMEs in Korea

Building on the DC interaction model between a parent company and its spin-offs, we examine that a dyadic relationship can be differentiated within the functions of space, motivation, and time. We investigate that these three factors encompassing the parent-spin-off DC relationship can be applicable to both linear(i.e., geographic proximity and low spin-off CEO's salary is positive) and nonlinear(i.e., too much frequency of new spin-off creation is as harmful as too little) effects on determining the performance of spin-off firms. The direction of causality is underpinned by social capital, human capital, and compensation-activation theory rather than by the normal consequences of previous empirical research. Further, our results suggest the overlap between DC and entrepreneurship; namely, spin-off firms create, learn, and exploit opportunities through a reconfiguration of parent DC so that DC establishes itself as a key concept in the entrepreneurship domain.