Refine
Year of publication
Document Type
- Conference Proceeding (608)
- Article (356)
- Other Publications (136)
- Part of a Book (135)
- Book (69)
- Doctoral Thesis (52)
- Working Paper (40)
- Report (12)
- Patent (4)
- Preprint (2)
Language
- English (745)
- German (668)
- Multiple languages (7)
Has Fulltext
- no (1420) (remove)
Keywords
- (Strict) sign-regularity (1)
- 360-degree coverage (1)
- 3D Extended Object Tracking (EOT) (2)
- 3D Skelett Wickeltechnik (1)
- 3D ship detection (1)
- 3D urban planning (1)
- AAL (3)
- ADAM (1)
- AHI (1)
- ASEAN (1)
Institute
- Fakultät Architektur und Gestaltung (14)
- Fakultät Bauingenieurwesen (28)
- Fakultät Elektrotechnik und Informationstechnik (11)
- Fakultät Informatik (62)
- Fakultät Maschinenbau (27)
- Fakultät Wirtschafts-, Kultur- und Rechtswissenschaften (66)
- Institut für Angewandte Forschung - IAF (71)
- Institut für Naturwissenschaften und Mathematik - INM (1)
- Institut für Optische Systeme - IOS (26)
- Institut für Strategische Innovation und Technologiemanagement - IST (58)
In today's volatile world, established companies must be capable of optimizing their core business with incremental innovations while simultaneously developing discontinuous innovations to maintain their long-term competitiveness. Balancing both is a major challenge for companies, since different types of innovation require different organizational structures, operational modes and management styles. Established companies tend to excel in improving their current business through incremental innovations which are closely related to their current knowledge base and competencies. However, this often goes hand in hand with challenges in the exploration of knowledge that is new to the company and that is essential for the development of discontinuous innovations. In this respect, the concept of corporate entrepreneurship is recognized as a way to strengthen the exploration of new knowledge and to support the development of discontinuous innovation. For managing corporate entrepreneurship more effectively, it is crucial to understand which types of knowledge can be created through corporate entrepreneurship and which organizational designs are more suited to gain certain types of knowledge. To answer these questions, this study analyzed 23 semi-structured interviews conducted with established companies that are running such entrepreneurial activities. The results show (1) that three general types of knowledge can be explored through corporate entrepreneurship and (2) that some organizational designs are more suited to explore certain knowledge types than others are.
Corporate entrepreneurship (CE) is experiencing continuously increasing interest from scholars and practitioners. One reason for this seems to be rooted in the organizational structures of established companies, which are cumbersome for implementing organizational agility and for developing radical innovations. In view of the advancing digitalization, however, exactly this is required in order to be successful in the long-term. CE is a promising managerial tool that offers a wide range of options to pursue the creation of new businesses and to support the companies' transformation in order to adapt to changes in the environment. Even though CE offers a broad range of opportunities, the effective management is a challenge. One reason for this is the ambiguity when it comes to the differences between the various CE forms and the objectives that can be achieved by those. This study, which is based on 13 in-depth interviews from eight high-tech companies, contributes to a better understanding of CE by offering a first harmonized set of CE objectives that is suitable to compare and differentiate across the different forms. In addition to that, three CE types, offering a new perspective on how to differentiate CE forms, are identified and give implications for a more effective management.
Nachhaltiger Unternehmenserfolg erfordert die Umsetzung von Ambidextrie in der Organisation: Das Nebeneinander von effizienter Optimierung im Kerngeschäft und strategischer Innovation und Transformation in neue Geschäftsfelder. „Eingebettete Unternehmerteams“ werden in diesem Kapitel als eine konkrete Form der Implementierung hierzu vorgestellt. Mit kleinen, autonomen und agilen Teams werden iterativ und unternehmerisch neue Geschäftsfelder aufgebaut. Dies verbessert die Innovationsfähigkeiten und Veränderungskompetenzen und unterstützt die notwendige digitale Transformation im Unternehmen. Für solche hybriden Formen der Organisation sind spezielle Rollen und Profile erfolgskritisch: Der angestellte Unternehmer bzw. Corporate Entrepreneur oder Intrapreneur und sein Team. Dieses Kapitel stellt diese Rollen mit den wesentlichen Aufgaben vor und diskutiert detailliert hierfür erfolgskritische Kompetenzen und Charakteristiken sowie das Zusammenspiel im Team. Anhand zahlreicher Praxisbeispiele werden erfolgreiche angestellte Unternehmer beschrieben, sodass für den Leser ein greifbares Bild dieser Rolle und dafür geeigneter Persönlichkeiten entsteht. Darüber hinaus zeigt das Kapitel auf, wie die Einführung und Umsetzung eingebetteter Unternehmerteams das unternehmerische Handeln, Corporate Entrepreneurship in der Organisation und mit alternativen Karrierepfaden auch die Attraktivität als Arbeitsgeber stärkt.
Corporate venturing has gained much attention due
to challenges and changes that occur because of discontinuous
innovations – which seem to be promoted by digitalization. In this
context, open innovation has become a promising tool for
established companies to strengthen their innovation capabilities.
While the external opening of the innovation process has gained
much attention, the internal opening lacks on investigations.
Especially new organizational forms, such as Internal Corporate
Accelerators, have not been investigated sufficiently. This study,
which is based on 13 interviews from two German tech-companies,
contributes to a better understanding of this new form of corporate
venturing and the resulting effects on the organizational renewal.
The organizational capability to adapt to the fast and radical changes of market parameters becomes a prerequisite for companies’ long-term survival. In this context, organizational ambidexterity has gained much attention in research and practice. It is the capability to develop new businesses (exploration) while simultaneously optimizing the existing core businesses (exploitation). Established companies face several challenges in achieving this capability, as the underlying learning modes of exploration and exploitation are mutually incompatible. One way to solve these challenges is to separate the exploration-oriented part from the core organization. Corporate venturing has been widely recognized as one tool to create these dual structures to develop new businesses, based on discontinuous innovation. In recent times, new corporate venturing forms emerge in practice. This growing number of different forms has led to new applications of corporate venturing which go beyond the pure development of new businesses, toward supporting the entrepreneurial transformation of companies. This study aims at answering how different corporate venturing forms contribute to the strategic renewal of established companies. For this purpose, qualitative research methods are used to analyze data from 17 interviews conducted in two German high-tech companies. The study at hand provides empirical evidence in the field of corporate venturing by uncovering new insights about the different transformational effects of corporate venturing initiatives on the core organization. It further reveals that corporate venturing forms can be classified into two categories according to their respective level of entrepreneurship and frequency of execution. Both categories exhibit different transformational effects and can be understood as being complementary to each other.
Forschungsfrage: Welche Rollen lassen sich in Corporate Entrepreneurship identifizieren? Wie unterscheiden sich diese anhand verschiedener Merkmale und welche Fähigkeiten scheinen besonders relevant für ihre erfolgreiche Ausführung?
Methodik: Explorative Studie mit 56 semi-strukturierten Interviews mit Corporate-Entrepreneurship-Aktivitäten im DACH-Raum
Praktische Implikationen: Ein genaues Verständnis über die jeweiligen Rollen, ihre Unterschiedlichkeiten und Anforderungen ist notwendig, um die verschiedenen Corporate-Entrepreneurship-Aktivitäten mit passendem Personal zu besetzen.
The corporate entrepreneur
(2016)
Corporate entrepreneurship is one tool for established companies to strengthen their capabilities for strategic renewal and innovativeness. The question, however, which factors are influencing the success of a corporate entrepreneurship initiative requires further attention. The corporate entrepreneur who is acting as both the leader of embedded entrepreneurial teams and linking pin to the corporate, is providing one possible perspective. Based on 6 interviews conducted in 6 German organizations this study contributes to the understanding of the role of the corporate entrepreneur and how this role can be distinguished from other roles in the context of innovation.
The development of automatic solutions for the detection of physiological events of interest is booming. Improvements in the collection and storage of large amounts of healthcare data allow access to these data faster and more efficiently. This fact means that the development of artificial intelligence models for the detection and monitoring of a large number of pathologies is becoming increasingly common in the medical field. In particular, developing deep learning models for detecting obstructive apnea (OSA) events is at the forefront. Numerous scientific studies focus on the architecture of the models and the results that these models can provide in terms of OSA classification and Apnea-Hypopnea-Index (AHI) calculation. However, little focus is put on other aspects of great relevance that are crucial for the training and performance of the models. Among these aspects can be found the set of physiological signals used and the preprocessing tasks prior to model training. This paper covers the essential requirements that must be considered before training the deep learning model for obstructive sleep apnea detection, in addition to covering solutions that currently exist in the scientific literature by analyzing the preprocessing tasks prior to training.
Introduction. Despite its high accuracy, polysomnography (PSG) has several drawbacks for diagnosing obstructive sleep apnea (OSA). Consequently, multiple portable monitors (PMs) have been proposed. Objective. This systematic review aims to investigate the current literature to analyze the sets of physiological parameters captured by a PM to select the minimum number of such physiological signals while maintaining accurate results in OSA detection. Methods. Inclusion and exclusion criteria for the selection of publications were established prior to the search. The evaluation of the publications was made based on one central question and several specific questions. Results. The abilities to detect hypopneas, sleep time, or awakenings were some of the features studied to investigate the full functionality of the PMs to select the most relevant set of physiological signals. Based on the physiological parameters collected (one to six), the PMs were classified into sets according to the level of evidence. The advantages and the disadvantages of each possible set of signals were explained by answering the research questions proposed in the methods. Conclusions. The minimum number of physiological signals detected by PMs for the detection of OSA depends mainly on the purpose and context of the sleep study. The set of three physiological signals showed the best results in the detection of OSA.