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Innovation Labs
(2021)
Today's increasing pace of change and intense competition places demands on organizations to use a different approach to innovation, going beyond the incremental innovation that is typically developed within the core of the organization. As an option to escape the existing beliefs of the core organization, innovation labs are used to develop more discontinuous innovation. Despite the abundance of these so-called innovation labs in practice, researchers have devoted little effort to scrutinizing the concept and to provide managers with a framework for exploiting this form of innovation. In this paper, we aim to perform an empirical investigation and to create a consensus around the concept of innovation labs. To do so, we conducted a multiple case study in large international organizations with a total of 31 interviews of an average length of 70 minutes. We offer a framework by identifying four innovation lab types and consider when each is most appropriate. Furthermore, we highlight the importance for managers and their organizations to align the strategic intent with the innovation lab type as well as the interface between the innovation lab and the core business.
In today's volatile market environments, companies must be able to continuously innovate. In this context, innovation does not only refer to the development of new products or business models but often also affects the entire organization, which has to transform its structures, processes, and ways of working.Corporate entrepreneurship (CE) programs are often used by established companies to address these innovation and transformation challenges. In general, they are understood as formalized entrepreneurial activities to (1) support internal corporate ventures or (2) work with external startups. The organizational design and value creation of CE programs exhibit a high degree of heterogeneity. On the one hand, this heterogeneity makes CE programs a valuable management tool that can be used for many purposes. On the other hand, it can be seen as a reason for the current challenges that companies experience in effectively using and managing CE programs.By systematically analyzing 54 different cases in established companies in Germany, Switzerland, and Austria, this study contributes to a better understanding of the heterogeneity of CE programs. The taxonomic approach provides clearly defined types of CE programs that are distinguished according to their organizational design and the outputs they generate.
Guiding through the Fog
(2021)
Corporate Entrepreneurship (CE) programs are formalized efforts to realize entrepreneurial activities in established companies. Despite the growing and evolving landscape of CE programs, effectively managing them remains a challenging endeavor which results in disappointing outcomes and oftentimes leads to the early termination of such programs. We unmask the differences in goal setting of CE programs and highlight that setting appropriate goals is imperative for their desired outcomes. In practice, companies seem to struggle with the goal setting, and scholars have not yet fully solved the puzzle of goals setting in the context of CE programs either. Therefore, we set out to explore the current state of goal setting in the context of CE programs building upon 61 semi-structured interviews with CE program executives from cross-industry companies with different sizes. Our study contributes to a better understanding of goal setting in the context of CE programs by (1) characterizing the goal setting of CE programs based on goal attributes and goal types and (2) identifying differences among the goal setting of CE programs. We provide implications to practice for a more effective management of CE programs and conclude with a discussion for future research on the impact of the different goal settings.