The changing activities of business incubation clients: an Irish case study

Purpose: This paper presents a conceptual framework based on a literature review and the findings from an empirical study using data collected from entrepreneurs (business incubatees) over a 15-year period (2004–2019). This paper aim is to discuss and propose areas to consider when (re)designing business incubation. Design/methodology/approach: The data set is based on the experiences of five different cohorts (n = 100), each of which spent 18–24 months participating in a start-up programme sponsored by a business incubation centre (BIC) located in Ireland. To add further depth and nuance to this paper’s findings, an expert focus group was undertaken. Findings: The findings highlight the importance of different activities and skills in a BIC over time and recommend the inclusion of a number of activities in a BIC framework. The activities include continued professional development (CPD), action research, participation in a simulation, development of emotional intelligence, leadership skills and mindset and critical reflection. Practical implications: This paper presents an appropriate conceptual framework for the (re)design of business incubation. The framework facilitates an improved understanding of the evolution of entrepreneurial activities and outcomes associated with engagement with a BIC. Originality/value: BIC 4.0, as described in this paper, proposes success as multi-faceted and including space, facilities, networks, mentors, professional development, reflective practice, emotional development and engagement with continuous professional development.