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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.
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 entrepreneurship (CE) supports the strategic renewal of established companies. Corporate venturing represents one key concept of CE that supports companies to strengthen their innovation capabilities. For the successful implementation of corporate ventures dual structures are recommended. The question, how the interface should be designed, plays a crucial role. Although it seems to be an important factor, this aspect requires further attention. One relevant element of the interface design are the different roles of the individuals that are interacting within the interface. This study is based on nine interviews that are representing six internal corporate ventures within one large German corporate from the ICT sector. The results that were mirrored with short case studies of 25 additional companies of the data sample, contribute to a better understanding of the interface design by adding insights about roles in corporate entrepreneurship. This deeper understanding about roles allows to draw conclusions on the interface design from a structural point of view.
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.
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.
Technologiebasierte Startups leisten einen wesentlichen Beitrag zur wirtschaftlichen sowie gesellschaftlichen Entwicklung. Im Zuge ihrer Gründung benötigen sie Unterstützung in Form von Risikokapital, das in der Seed- und Early-Stage primär durch Business Angels (BAs) bereitgestellt wird. Die Abläufe und Bewertungskriterien des BA Investmentprozesses sind bisher jedoch unzureichend erforscht. Der vorliegende Beitrag nutzt Experteninterviews im Rahmen einer Fallstudie des baden-württembergischen entrepreneurialen Ökosystems zur Identifikation des Vorgehens von BAs bei der Bewertung und Auswahl technologiebasierter Startups. Zudem werden die Kriterien, nach denen BAs vielversprechende von scheiternden Startups unterscheiden abgeleitet. Somit trägt der Beitrag zur Öffnung der „Black Box” von Investmentaktivitäten in den frühsten Gründungsphasen bei.
We have analyzed a pool of 37,839 articles published in 4,404 business-related journals in the entrepreneurship research field using a novel literature review approach that is based on machine learning and text data mining. Most papers have been published in the journals ‘Small Business Economics’, ‘International Journal of Entrepreneurship and Small Business’, and ‘Sustainability’ (Switzerland), while the sum of citations is highest in the ‘Journal of Business Venturing’, ‘Entrepreneurship Theory and Practice’, and ‘Small Business Economics’. We derived 29 overarching themes based on 52 identified clusters. The social entrepreneurship, development, innovation, capital, and economy clusters represent the largest ones among those with high thematic clarity. The most discussed clusters measured by the average number of citations per assigned paper are research, orientation, capital, gender, and growth. Clusters with the highest average growth in publications per year are social entrepreneurship, innovation, development, entrepreneurship education, and (business-) models. Measured by the average yearly citation rate per paper, the thematic cluster ‘research’, mostly containing literature studies, received most attention. The MLR allows for an inclusion of a significantly higher number of publications compared to traditional reviews thus providing a comprehensive, descriptive overview of the whole research field.