Refine
Document Type
- Conference Proceeding (27)
- Article (14)
- Part of a Book (8)
- Book (3)
- Doctoral Thesis (3)
- Working Paper (2)
- Other Publications (1)
Has Fulltext
- no (58) (remove)
Keywords
- Actions (1)
- Artificial Intelligence (1)
- BHKW (1)
- Biokybernetik (1)
- Blended values (1)
- Blockheizkraftwerk (1)
- Business Coaching (1)
- Business Idea Quality (1)
- Business model (1)
- Case Study (1)
- Case studies (1)
- Classification (1)
- Co-Specialization (1)
- Co-specialization (1)
- Collaboration (1)
- Combinations (1)
- Company Building (1)
- Complex Adaptive System (1)
- Component (1)
- Comprehensive view (1)
- Conceptual framework (1)
- Control (1)
- Coordination (1)
- Corporate Entrepreneurship (3)
- Corporate Venturing (2)
- Corporate accelerator (1)
- Corporate entrepreneurship (7)
- Corporate entrepreneurship programs (1)
- Corporate incubator (1)
- Corporate venturing (5)
- Corporate-startup collaboration (1)
- Digital transformation (1)
- Discontinuous innovation (2)
- Dynamic Capabilities (1)
- Dynamic capabilities (1)
- Effective management (1)
- Energietechnologien (1)
- Energy transition (1)
- Entrepreneurial Ecosystems (2)
- Entrepreneurial activities (1)
- Entrepreneurial employees (1)
- Entrepreneurial motivation (1)
- Entrepreneurship (2)
- Entrepreneurship Education (1)
- Entrepreneurship Support (1)
- Female Entrepreneurship (3)
- Female entrepreneurship (1)
- Formatting (1)
- Future research (1)
- Gender (1)
- German Industry (1)
- Goal setting (1)
- Goals (1)
- Higher education (1)
- Homeoffice (1)
- Hybrid organizations (1)
- Incubation (1)
- Industry 4.0 implementation (1)
- Innovation Management (1)
- Innovation labs (1)
- Innovation management (1)
- Innovation strategy (1)
- Insert tech ventures (1)
- Interaction (1)
- Internal corporate accelerator (1)
- Knowledge Transfer (1)
- Knowledge exploration (1)
- Literature Review (2)
- Literature review (2)
- Machine Learning (1)
- Management Routines (1)
- Multiple units (1)
- NTBF Survival (1)
- Nachhaltige Energiewirtschaft (1)
- Nachhaltigkeit (1)
- Network theory (1)
- New Technology-Based Firms (1)
- New technology-based firms (1)
- New venture survival (1)
- Organisational Transformation (1)
- Organizational ambidexterity (2)
- Organizational design (1)
- Outcome classification (1)
- Partnership (1)
- Pfadabhängigkeiten (1)
- Photovoltaik (1)
- Principal component analysis PCA (1)
- Randomized Controlled Trial (1)
- Regenerative Energien (1)
- Resilience (1)
- Rough set theory RST (1)
- SME (1)
- Skaleneffekte (2)
- Skaleneffekte in der Energiewirtschaft (1)
- Small and medium-sized enterprises (1)
- Social impact (1)
- Startup Collaboration (1)
- Startup Investing (1)
- Startups (1)
- Strategic Renewal (1)
- Strategic approaches (1)
- Strategic entrepreneurship (1)
- Strategic renewal (1)
- Style (1)
- Styling (1)
- Support Units (1)
- Survival Capability (1)
- Synergies (2)
- Systematic Literature Review (1)
- Tech ventures (1)
- Teleworking (1)
- Text Analytics (1)
- Text Mining (1)
- Text mining (1)
- Transaction Relations (1)
- Uncertainty (1)
- Value Network (2)
- Value-networks (1)
- Venture creation (1)
- Venture creation business model (1)
- Windkraft (1)
- Women in Management (1)
- Wärmepumpe (1)
- Zombie firms (1)
Institute
- Institut für Strategische Innovation und Technologiemanagement - IST (58) (remove)
Prior quantitative research identified in the text of technology-based ventures' business plans distinctive performance patterns of evolving business models. Accordingly, interactions with customers, financiers, and people and the patenting strategy's status evolved and served as indicators of early-stage tech ventures' performance. With longitudinal data from five venture cases, this research sheds light on the evolving business model by validating the performance patterns, and elucidating how and why the ventures' business models evolved. Based on a generic systems theory framework for the indicators, the explanatory case studies re-contextualize the performance patterns taken from the snapshot perspective of business plans to the longitudinal perspective of technology-based ventures' life-cycle. This research confirms the relation of business model patterns of digital and non-digital ventures to the performance groups of failure, survival, or success and suggests a broader systems perspective for further research.
Dieses Buch bietet eine kompakte Einführung in die systemische Denkweise und die Methodik des Vernetzten Denkens. Tragfähige Entscheidungen und Handlungen in unserer vernetzten und komplexen Welt erfordern, sich mit anderen Denk- und Sichtweisen vertraut zu machen und in systemisch-vernetzten Zusammenhängen zu denken. Dazu benötigen die Entscheider ein tiefergehendes Verständnis über das Denken in Wirkungszusammenhängen und wie sich diese bildhaft darstellen lassen. Mittels vieler motivierender Beispiele zeigt dieses essential, was Systemdenken ausmacht und wie sich diese Denkweise in die eigene Entscheidungspraxis umsetzen lässt.
Times of high dynamic and growing new knowledge demand for entrepreneurial education and university engagement. Higher education institutions (HEIs) have established intensive knowledge and resources about entrepreneurial education and relating activities and formats over the last years. As smaller companies (SMEs) are increasingly experimenting with entrepreneurship, they seem to struggle with setting up entrepreneurial activities within their established corporate strategy and innovation structures. It is beneficial for them to collaborate with higher education institutions to minimize the risk and uncertainty associated with implementing entrepreneurship education (EE) and catch up with larger corporates. Further, research lacks a systematic characterization of EE activities in those companies and classification of collaboration formats. Therefore, this study uses qualitative research methods to analyze data from interviews conducted with two German SMEs. Our study contributes to a better understanding of EE in SME and respective HEI collaborations by (1) characterizing EE in SME and SME-HEI collaboration based on attributes and collaboration types defined by their locus of collaboration and intensity of knowledge inflow and (2) identifying differences among EE in SME and HEI. We provide implications to practice—corporate and university EE initiatives—for a more effective design and implementation of EE in SMEs and the SME-HEI collaborations themselves.
Regional economies clearly benefit from thriving entrepreneurial ecosystems. However, ecosystems are not yet entirely gender-inclusive and therefore are not tapping their full potential. This is most critical with respect to technology-based entrepreneurship which features the largest gender imbalance. Despite the considerably growing amount of literature in the two research fields of female entrepreneurship and entrepreneurial ecosystems, the intersection of the two areas has not yet been outlined. We depict the state of knowledge with a structured review of the literature highlighting bibliometric information, methods used, and the main topics addressed in current articles. From there, recommendations for future research are derived.
Think BIQ: Gender Differences, Entrepreneurship Support and the Quality of Business Idea Description
(2023)
Entrepreneurship support, its influencing factors and female entrepreneurship are recently discussed topics with great relevance for society and politics. However, research on the subject has been divergent in its results and lacks a focus on the impact of support programs’ characteristics concerning different types of entrepreneurs. Thus, we conduct a fuzzy-set Qualitative Comparative Analysis on entrepreneurship support characteristics aiming to shed light on possible gender differences occurring in respective programs. We investigate the quality of business idea descriptions, as a predecessor for a high-potential business model, operationalized using inter alia causation and effectuation theory and social role theory as possible explanations. In our fuzzy-set Qualitative Comparative Analysis on a sample of 911 Norwegian ventures, we find a variety of differences related to the entrepreneurs’ gender. For instance, that financial support combined with a well described key contribution or careful planning seem to be more important antecedents for female entrepreneurs’ business idea quality than for males. Moreover, it seems a well-described key contribution has a positive effect on the outcome variable in most cases. Another interesting finding concerns the entrepreneurs’ network partners, where we found evident gender differences in our combinations. Female entrepreneurs seemingly benefitted from rather small networks, and males from big networks, although the former possess larger networks in the sample. In conclusion, we find that gender differences in combinations of entrepreneurship support for high business idea quality still occur even in a country like Norway, calling for an adaption of the provided support and environment.
Strategic renewal and the development of new types of innovation pose special challenges to established small and medium-sized companies. The paper at hand aims at answering the questions what the underlying mechanism of these challenges are and which approaches might help to properly counteracting them. This case study investigates the strategic renewal process and its corresponding interventions in a high-tech SME company during a four-year period. We analyse the findings in relation to existing frameworks for dynamic capabilities and strategic learning and provide new recommendations for practice and future research.
Research credits corporate entrepreneurship (CE) with enabling established companies to create new types of innovation. Scholars have focused on the organizational design of CE activities, proposing specific organizational units. These semi-autonomous units create a tense management situation between the core organization and its CE activities. Management and organization research considers control as a key managerial function for help. However, control has received limited research attention regarding CE units, leaving design issues for appropriate control of CE units unanswered. In this study, we link management control and CE to illustrate how control is understood in the context of CE. For this, we scanned the CE literature to identify underlying attributes and characteristics that allow specifying control for CE. We identified 11 attributes to describe control for CE activities in a first round and to derive future research paths.
Corporate Entrepreneurship (CE) units have become an increasingly important part of established companies’ development activities enabling them to also create more discontinuous innovations. As a result, companies have developed and implemented different forms of CE units, such as corporate accelerators, incubators, startup supplier programs, and corporate venture capital. Driven by the need to innovate, companies have even begun to use multiple CE units simultaneously. However, this has not been empirically investigated yet. Thus, with this study, we aim to shed some light on this by investigating the parallel use of multiple CE units in the German business landscape. We conducted an extensive desk research, combining, coding, and analyzing different sources. We found that 55 out of 165 large established companies have multiple CE units, which allowed us to characterize the parallel use and identify differences and similarities, e.g., in terms of industry, company size, and CE forms implemented. We conclude by presenting different implications for both practice and research and by pointing out directions for future research.
Nowadays established companies use Corporate Entrepreneurship (CE) as a means to create discontinuous innovations. Many companies thereby even implement multiple CE units that typically involve several entrepreneurial activities. This explorative study aimed to identify the reasons why established companies implement multiple CE units concurrently. In conducting a comparative case study with eight companies from different industries, valuable insights for science and practice were gained. We provide an overview of different 11 reasons for implementing multiple CE units. This shows that the combination of CE units used by companies differs depending on the reason. It further allowed to derive general approaches of established companies to the implementation of CE units. Last, we identify the concept of co-specialization to be a central driver explaining the creation of the need to set up multiple units. We conclude by indicating implications and subjects for future research.