Purpose: This paper aims to deal with different experts’ perceptions of entrepreneurial ecosystems (EEs) from central to non-central regions to evaluate if there was any evolution (or involution), comparing the results with those of a previous similar study on Chile from 2013, and it follows to replicate and improve our knowledge of the entrepreneurial opportunities. Design/methodology/approach: One of the Global Entrepreneurship Monitor surveys, the National Experts’ Survey, was applied to a sample of N = 1,555 key informants in Chile at 11 regions. The author used non-parametric statistics to compare the differences between centrally and non-centrally located experts. Findings: The results indicate an evolution of the Chilean entrepreneurial ecosystem in an effort to homologate the entrepreneurial opportunities at non-central regions since the last study published in 2013. The financial support and physical infrastructure conditions were perceived to be more favorable in central regions, whereas the general government policies and entrepreneurial education at primary and secondary levels were perceived to be more favorable in non-central regions. Originality/value: This research aims to contribute to filling the gap from the regional EEs’ perspective in emerging economies by comparing the results of the study on Chile with data from the previous government (2007–2009) providing an updated study of it (2015–2018) using the entrepreneurial framework conditions. It is relevant because the government established the “StartUp Chile” program that positioned the country as an innovation hub in Latin America since 2010.
Bibliographical noteFunding Information:
This publication would not have been possible without the efforts made by all the members of GEM Chile Regional Teams and the persons and institutions across the globe that have helped the GEM project.
© 2020, Emerald Publishing Limited.
All Science Journal Classification (ASJC) codes
- Business and International Management
- Economics, Econometrics and Finance (miscellaneous)
- Strategy and Management