Refine
Year of publication
Document Type
- Conference Proceeding (42)
- Article (16)
- Part of a Book (9)
- Other Publications (4)
- Preprint (1)
- Report (1)
Keywords
- Actions (1)
- Ambidexterity (1)
- Artificial Intelligence (1)
- Blended values (1)
- Building with earth (2)
- Business Coaching (1)
- Business Idea Quality (1)
- Business Plan (1)
- Business life-cycle (1)
- Business model (2)
Alles digital – was nun?
(2018)
Beidhändig zum Erfolg
(2018)
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.
Uncertainty about the future requires companies to create discontinuous innovations. Established companies, however, struggle to do so; whereas independent startups seem to better cope with this. Consequently, established companies set up entrepreneurial initiatives to make use of startups' benefits. Consequently, this led-amongst others-to great interest in socalled corporate entrepreneurship (CE) programs and to the development and characterization of several different forms. Their processes to achieve certain objectives, yet, are still rather ineffective. Thus, considerations of the actions performed in preparation for and during CE programs could be one approach to improve this but are still absent today. Furthermore, the increasing use of several CE programs in parallel seems to bear the potential for synergies and, thus, more efficient use of resources. Aiming to provide insights to both issues, this study analyzes actions of CE programs, by looking at interviews with managers of seven corporate incubators and accelerator programs of five established German tech-companies.
Entrepreneurial employees
(2019)
Volatile markets and accelerating innovation cycles progressively force established companies to adopt alternative innovation strategies such as entrepreneurship. Due to the key role entrepreneurial employees play for strengthening the company's abilities for innovation and change, various concepts have emerged like corporate entrepreneurship or intrapreneurship. While the extant literature has increasingly examined only specific issues of entrepreneurial employees, an overall view on it lacks investigation. Therefore, the purpose of this paper is to structurally present current research on entrepreneurial employees by conducting a broad systematic literature review. The resulting research streams contribute to a clearer justification for future research and are a first step towards a comprehensive research view related to intrapreneurship.
An inter- and transdisciplinary concept has been developed, focusing on the scaling of industrial circular construction using innovative compacted mineral mixtures (CMM) derived from various soil types (sand, silt, clay) and recycled mineral waste. The concept aims to accelerate the systemic transformation of the construction industry towards carbon neutrality by promoting the large-scale adoption and automation of CMM-based construction materials, which incorporate natural mineral components and recycled aggregates or industrial by-products. In close collaboration with international and domestic stakeholders in the construction sector, the concept explores the integration of various CMM-based construction methods for producing wall elements in conventional building construction. Leveraging a digital urban mining platform, the concept aims to standardize the production process and enable mass-scale production. The ultimate goal is to fully harness the potential of automated CMM-based wall elements as a fast, competitive, emission-free, and recyclable alternative to traditional masonry and concrete construction techniques. To achieve this objective, the concept draws upon the latest advances in soil mechanics, rheology, and automation and incorporates open-source digital platform technologies to enhance data accessibility, processing, and knowledge acquisition. This will bolster confidence in CMM-based technologies and facilitate their widespread adoption. The extraordinary transfer potential of this approach necessitates both basic and applied research. As such, the proposed transformative, inter- and transdisciplinary concept will be conducted and synthesized using a comprehensive, holistic, and transfer-oriented methodology.
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.
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.
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.
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.