Guido H. Baltes

What drives entrepreneurial action to create a lasting impact? The creation of new ventures that aim at having an impact beyond their financial performance face additional challenges: achieving economic sustainability and at the same time addressing social or environmental issues. Little is known on how these new hybrid organizations, aiming for multiple impact dimensions, organize and prioritize for their social, environmental, and financial goals. A dataset of 4,125 early-stage ventures is… Mehr anzeigen

What drives entrepreneurial action to create a lasting impact? The creation of new ventures that aim at having an impact beyond their financial performance face additional challenges: achieving economic sustainability and at the same time addressing social or environmental issues. Little is known on how these new hybrid organizations, aiming for multiple impact dimensions, organize and prioritize for their social, environmental, and financial goals. A dataset of 4,125 early-stage ventures is used to gain insights into how blended values are converted into financial, social and environmental impacts, giving shape to different types of hybrid organizations. Our findings suggest new hybrid organizations might opt to sacrifice financial impact to achieve social impact, yet this is not the case when they aim to generate environmental or sustainable impact. Therefore, the tensions and sacrifices related to holding blended values are not homogeneous across all types of new hybrid organizations. Weniger anzeigen

Today’s markets are characterized by fast and radical changes, posing an essential challenge to established companies. Startups, yet, seem to be more capable in developing radical innovations to succeed in those volatile markets. Thus, established companies started to experiment with various approaches to implement startup-like structures in their organization. Internal corporate accelerators (ICAs) are a novel form of corporate venturing, aiming to foster bottom-up innovations through… Mehr anzeigen

Today’s markets are characterized by fast and radical changes, posing an essential challenge to established companies. Startups, yet, seem to be more capable in developing radical innovations to succeed in those volatile markets. Thus, established companies started to experiment with various approaches to implement startup-like structures in their organization. Internal corporate accelerators (ICAs) are a novel form of corporate venturing, aiming to foster bottom-up innovations through intrapreneurship. However, ICAs still lack empirical investigations. This work contributes to a deeper understanding of the interface between the ICA and the core organization and the respective support activities (resource access and support services) that create an innovation-supportive work environment for the intrapreneurial team. The results of this qualitative study, comprising 12 interviews with ICA teams out of two German high-tech companies, show that the resources provided by ICAs differ from the support activities of external accelerators. Further, the study shows that some resources show both supportive as well as obstructive potential for the intrapreneurial teams within the ICA. Weniger anzeigen

Unternehmen müssen parallel zum Kerngeschäft strategische Innovationen hervorbringen — durch Experimentieren und Lernen. Dafür ist Veränderungsintelligenz in der Führung nötig.

Corporate venturing is one way for corporations to introduce strategic renewal into their business portfolios, which is imperative for ongoing success in innovation-driven industries. Prior research finds that corporate ventures should be separated from the mainstream business in loosely coupled sub-units, but scholars continue to discuss how loose or tight the ventures should be to balance exploration and exploitation. Hence, the antecedents for successful venture management are yet to be… Mehr anzeigen

Corporate venturing is one way for corporations to introduce strategic renewal into their business portfolios, which is imperative for ongoing success in innovation-driven industries. Prior research finds that corporate ventures should be separated from the mainstream business in loosely coupled sub-units, but scholars continue to discuss how loose or tight the ventures should be to balance exploration and exploitation. Hence, the antecedents for successful venture management are yet to be fully explored and our study contributes to this effort. The study shows that corporate venture success is enhanced when corporate management grants job and strategic autonomy to the venture managers. This is further amplified when corporate management simultaneously imposes an exploitative policy that forces venture managers to prioritize extensions to and improvements of existing competences and product-market offerings. Weniger anzeigen

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… Mehr anzeigen

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. Weniger anzeigen

The business model canvas (BMC) and the lean start-up manifesto (LSM) have been changing both the entrepreneurial education and, on the practical side, the mindset in setting up innovative ventures since the burst of the dot-com bubble. However, few empirical insights on the business model implementation patterns that distinguish between digital and non-digital innovative ventures exist. Connecting practical management tools to network theory as well as to the theory of organizational learning,… Mehr anzeigen

The business model canvas (BMC) and the lean start-up manifesto (LSM) have been changing both the entrepreneurial education and, on the practical side, the mindset in setting up innovative ventures since the burst of the dot-com bubble. However, few empirical insights on the business model implementation patterns that distinguish between digital and non-digital innovative ventures exist. Connecting practical management tools to network theory as well as to the theory of organizational learning, this paper investigates evolution patterns of digital and non-digital business models out of the deal flow of an innovation intermediary. For this purpose, a multi-dimensional quantitative content analysis research design is applied to 242 ventures' business plans. The measured strength of transaction relations to customers, suppliers, people, and financiers has been combined with performance indicators of the sampled ventures. The results indicate that in order to succeed, digital ventures iterate their business on the market early and search for investment afterwards. Contrariwise, non-digital ventures already need financial investments in the early stages to set up a product ready to be tested on the market. In both groups we found strong evidence that specific evolutionary patterns relate to higher rates of success. Weniger anzeigen

Warum Beidhändigkeit erfolgskritisch für eine erfolgreiche digitale Transformation ist

New Technology-Based Firms (NTBFs) learn their business in the early-stages of their life-cycle. As a central element of the entrepreneurial learning process, the business model describes the value-creation functions that are conceptualized in different stages of the NTBF’s life-cycle. Transaction relations connect the model with the business reality and ideally mature in strength over time to a functioning value-network. This chapter describes the development of a research design that… Mehr anzeigen

New Technology-Based Firms (NTBFs) learn their business in the early-stages of their life-cycle. As a central element of the entrepreneurial learning process, the business model describes the value-creation functions that are conceptualized in different stages of the NTBF’s life-cycle. Transaction relations connect the model with the business reality and ideally mature in strength over time to a functioning value-network. This chapter describes the development of a research design that determines, extracts, and evaluates semantics constructs of this entrepreneurial learning out of a convenient sample and three cohorts of business plans submitted to a business plan award between 2008 and 2010. The analysis shows empirical evidence for the survival and growth of those NTBFs that exhibit a balanced status of entrepreneurial learning in the maturity of the value-network that can be characterized as early startup-stage. The empirical findings of the network theory based business plan analysis will allow for a better explanation of the performance in the entrepreneurial process that is discussed for NTBFs based on theory of organizational learning. Weniger anzeigen

Eingebettete Unternehmerteams sind eine konkrete Option, die für den nachhaltigen Erfolg notwendige Ambidextrie im Unternehmen zu implementieren. Solche crossfunktionalen, teilautonomen Teams fokussieren auf die iterative Entwicklung integrativer, strategischer Innovationen zum Aufbau neuer Geschäftsfelder, die parallel zur Optimierung des Kerngeschäfts in der Stammorganisation entstehen. So werden die Innovations- und Veränderungsfähigkeiten der Stammorganisation verbessert und die notwendige… Mehr anzeigen

Eingebettete Unternehmerteams sind eine konkrete Option, die für den nachhaltigen Erfolg notwendige Ambidextrie im Unternehmen zu implementieren. Solche crossfunktionalen, teilautonomen Teams fokussieren auf die iterative Entwicklung integrativer, strategischer Innovationen zum Aufbau neuer Geschäftsfelder, die parallel zur Optimierung des Kerngeschäfts in der Stammorganisation entstehen. So werden die Innovations- und Veränderungsfähigkeiten der Stammorganisation verbessert und die notwendige digitale Transformation unterstützt.
Als hybride Organisationsform vereinen eingebettete Unternehmerteams dazu einige strukturelle Merkmale sowohl von Start-ups als auch von klassischen Linienorganisationen. Dies ist in der Herausforderung begründet, dass diese Unternehmerteams zwei Aufgaben leisten sollen:
Als Unternehmen im Unternehmen neue, transformationale Geschäftsbereiche erschließen und aufbauen, die sich aufgrund der betreffenden Technologien und/oder Geschäftsmodelle radikal vom bestehenden Kerngeschäft unterscheiden, und gleichzeitig durch Einbettung, d. h. einer starken Verbindung zur Stammorganisation, nicht nur den Zugang zu deren Ressourcen zu sichern, sondern auch im Sinne eines Strategic Spill-over die strategische Transformation der Stammorganisation zu unterstützen und die neu aufzubauenden Geschäftsbereiche mit dem bestehenden Kerngeschäft zu vernetzen.
Der unternehmerische Projektleiter, der dieses Team führt – der angestellte Unternehmer oder Corporate Entrepreneur – hat ebenfalls eine duale Herausforderung, indem er nicht nur das Team intern führt, sondern auch das zielgerichtete Stakeholder-Management in die Stammorganisation hinein verantwortet. Illustriert und verdeutlicht wird die Bedeutung der Charakteristika anhand von Fallbeispielen von Unternehmen aus der Praxis. Diese Hinweise können in der Praxis für den Aufbau und die Besetzung solcher Teams, aber auch für die gezielte Weiterentwicklung von Mitarbeitern und Führungspersonal genutzt werden. Weniger anzeigen

Die Welt um uns herum scheint sich nachhaltig und tiefgreifend zu verändern – und das in einer Geschwindigkeit, die atemberaubend ist. Um diese Herausforderung nicht nur als Bedrohung zu begreifen, sondern als Chance nutzen zu können, ist von Unternehmen eine grundsätzlich neue Qualität von Wandlungsfähigkeit gefordert. Ohne diese Eigenschaften droht ihnen der Niedergang, der seit dem Jahr 2000 schon 52 % der Fortune-500-Unternehmen erfasst hat : Branchen wie das Verlagswesen wurden von diesen… Mehr anzeigen

Die Welt um uns herum scheint sich nachhaltig und tiefgreifend zu verändern – und das in einer Geschwindigkeit, die atemberaubend ist. Um diese Herausforderung nicht nur als Bedrohung zu begreifen, sondern als Chance nutzen zu können, ist von Unternehmen eine grundsätzlich neue Qualität von Wandlungsfähigkeit gefordert. Ohne diese Eigenschaften droht ihnen der Niedergang, der seit dem Jahr 2000 schon 52 % der Fortune-500-Unternehmen erfasst hat : Branchen wie das Verlagswesen wurden von diesen Veränderungen bereits umgewälzt, andere, wie die Mobilitätsbranche, stecken mittendrin und wiederum andere, wie beispielsweise die Maschinenbauer des deutschen Mittelstandes, könnten dunkle Wolken am Horizont aufziehen sehen. Der ehemalige EU-Digitalisierungskommissar Günther Oettinger konstatiert: „Die deutsche Industrie ist in Lebensgefahr!“ Gleichzeitig bergen Zeiten des Wandels außergewöhnliche Chancen – zumindest für diejenigen, die sie zu nutzen wissen.
Um diese Chancen nutzen zu können, muss man allerdings genau verstehen, was da eigentlich passiert. Warum scheinen wir eine Zeit des Wandels zu erleben, die sich fundamental unterscheidet von den an Wandel durchaus nicht armen Zeiten des 20. Jahrhunderts?
Die Welt um uns herum scheint sich nachhaltig und tiefgreifend zu verändern – und das in einer Geschwindigkeit, die atemberaubend ist. Um diese Herausforderung nicht nur als Bedrohung zu begreifen, sondern als Chance nutzen zu können, ist von Unternehmen eine grundsätzlich neue Qualität von Wandlungsfähigkeit gefordert. Ohne diese Eigenschaften droht ihnen der Niedergang, der seit dem Jahr 2000 schon 52 % der Fortune-500-Unternehmen erfasst hat : Branchen wie das Verlagswesen wurden von diesen Veränderungen bereits umgewälzt, andere, wie die Mobilitätsbranche, stecken mittendrin und wiederum andere, wie beispielsweise die Maschinenbauer des deutschen Mittelstandes, könnten dunkle Wolken am Horizont aufziehen sehen. Weniger anzeigen

Es ist deutlich dass sich die Welt um uns herum nachhaltig, tiefgreifend und in atemberaubender Geschwindigkeit verändert. In dieser Veränderung liegt jedoch nicht nur eine Gefahr, sondern auch die faszinierende Chance, die Veränderungen in Markt und Umfeld nicht nur zu begleiten, sie zu „ertragen“, sondern aktiv zu prägen und zu treiben. Dafür allerdings müssen Unternehmen neue Managementfähigkeiten, insbesondere Wandlungsfähigkeit, in der Organisation aufbauen. Um der durch die radikalen… Mehr anzeigen

Es ist deutlich dass sich die Welt um uns herum nachhaltig, tiefgreifend und in atemberaubender Geschwindigkeit verändert. In dieser Veränderung liegt jedoch nicht nur eine Gefahr, sondern auch die faszinierende Chance, die Veränderungen in Markt und Umfeld nicht nur zu begleiten, sie zu „ertragen“, sondern aktiv zu prägen und zu treiben. Dafür allerdings müssen Unternehmen neue Managementfähigkeiten, insbesondere Wandlungsfähigkeit, in der Organisation aufbauen. Um der durch die radikalen Umwälzungen entstehenden Komplexität gut begegnen zu können, müssen Unternehmen die dynamische Fähigkeit aufbauen, die Organisation agil an die neuen Anforderungen von Kunden und Markt anzupassen. Gleichzeitig besteht die Herausforderung, dass die Organisation kaum in einem gleichen, homogenen Kontext gehalten werden kann: In einem Teil der Organisation wird es weiterhin wichtig sein, das bestehende Kerngeschäft zu optimieren, um dort die Erträge zu erwirtschaften, die die Investition in strategische Innovationsinitiativen ermöglichen. Für die erfolgreiche Entwicklung strategischer Innovationsoptionen ist es zudem wesentlich, mit alternativen, agilen Methoden zu operieren, um den komplexen Kontext neuer Wachstumsfelder zu „erforschen“. In dieser „Beidhändigkeit“ liegt die eigentliche Herausforderung der Umsetzung organisationaler Veränderungsintelligenz für Innovation und Wachstum im komplexen Kontext unserer Zeit.
Dafür werden bestehende Ansätze aufgenommen und um innovative Ergebnisse originär eigener Forschung und Praxiserfahrung ergänzt. Letztere greifen auf die Erkenntnisse aus der repräsentativen Untersuchung von 2.000 Technologieunternehmen sowie die Auswertung von mehreren 10.000 Interviewminuten mit Geschäftsführern und Innovationsverantwortlichen in mehr als 40 Industrieunternehmen zurück. Weniger anzeigen

Das Buch beschreibt die Erfolgsfaktoren von innovations- und veränderungsfähigen
agilen Unternehmen und Menschen und liefert wissenschaftlich fundierte
wie praxiserprobte Tools und Fragebögen für die eigene Standortbestimmung.
Anhand anschaulicher Praxisfälle erfährt der Leser, wie er notwendige Fähigkeiten
für strategische Erneuerung, Innovation und Wachstum gezielt stärken kann.
Er erhält praxiserprobte Werkzeuge zur Diagnose und Stärkung von Veränderungs-
und… Mehr anzeigen

Das Buch beschreibt die Erfolgsfaktoren von innovations- und veränderungsfähigen
agilen Unternehmen und Menschen und liefert wissenschaftlich fundierte
wie praxiserprobte Tools und Fragebögen für die eigene Standortbestimmung.
Anhand anschaulicher Praxisfälle erfährt der Leser, wie er notwendige Fähigkeiten
für strategische Erneuerung, Innovation und Wachstum gezielt stärken kann.
Er erhält praxiserprobte Werkzeuge zur Diagnose und Stärkung von Veränderungs-
und Innovationskompetenzen sowohl auf Ebene des einzelnen Mitarbeiters
und der Führungskraft als auch auf Ebene der Organisation. Weniger anzeigen

Die persönliche Agilität von Mitarbeitern gilt laut verschiedenen Studien als einer der wichtigsten Enabler (Befähiger) für eine agile Organisation. Auch im digitalen Wandel gewinnt der Faktor Mensch weiter an Bedeutung, denn ein digitaler Transformationsprozess führt in der Regel zu radikalen Veränderungen, die nur mit einem ebenso radikalen Ausstieg aus bisherigen Denk- und Verhaltensmustern der Mitarbeiter bewältigt werden können.
Im VUKA-Umfeld (Volatilität, Unsicherheit, Komplexität… Mehr anzeigen

Die persönliche Agilität von Mitarbeitern gilt laut verschiedenen Studien als einer der wichtigsten Enabler (Befähiger) für eine agile Organisation. Auch im digitalen Wandel gewinnt der Faktor Mensch weiter an Bedeutung, denn ein digitaler Transformationsprozess führt in der Regel zu radikalen Veränderungen, die nur mit einem ebenso radikalen Ausstieg aus bisherigen Denk- und Verhaltensmustern der Mitarbeiter bewältigt werden können.
Im VUKA-Umfeld (Volatilität, Unsicherheit, Komplexität, Ambiguität) wird von den Menschen verlangt, für einen begrenzten Zeitraum im Rahmen eines Veränderungsprojektes nicht nur mit Unsicherheiten, Komplexität, Widersprüchen bzw. Mehrdeutigkeiten gut umzugehen, sondern diese auch dauerhaft gut auszuhalten und darüber hinaus ausreichend schnell entscheiden und handeln zu können. Die individuellen Fähigkeiten, auch in einem komplexen Arbeitsumfeld handlungsfähig und zu hoher Leistung fähig zu sein, sind ein wesentliche Erfolgsfaktor für agile Unternehmen sowie ein individueller Karrierefaktor in einem agilen Umfeld.
Wir betrachten die persönlichen agilen Anforderungen, die an Menschen gestellt werden, differenziert nach Agilitätslevel. Denn ob ein Mensch in einer ganzheitlich agilen holokratischen Organisation arbeitet oder in einem eher traditionellen hierarchischen Umfeld, in dem beschlossen wurde, agiler zu arbeiten, hat einen großen Einfluss auf die Anforderungen, die an ihn gestellt werden. Die Differenzierung nach den unterschiedlichen Agilitätskontexten führt dann schnell zu der Erkenntnis, dass einfach nur die Passgenauigkeit zwischen agilem Bedürfnis und agilem Lösungsangebot nicht gestimmt hat. Da das Verhalten von Menschen grundsätzlich umso erfolgreicher ist, je stimmiger es zum jeweiligen Kontext passt, differenzieren wir in unserem Konzept drei Ausprägungen von Agilität und betrachten die jeweiligen Anforderungen, die an einen Menschen gestellt werden, kontextabhängig. Weniger anzeigen

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… Mehr anzeigen

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. Weniger anzeigen

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… Mehr anzeigen

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.
Weniger anzeigen

Growth is a key indicator of the prosperity of an economy. In today's Germany the " Gründerzeit " still describes a period of enormous economic growth. Factors that lead to growth haven't been investigated in the context of the different life cycle stages of early-stage technology ventures so far. This paper proposes a model of early-stage ventures' growth based on factors. From a theoretical angle, we look at the business from the market-based view (MBV) and the resource-based view (RBV) on… Mehr anzeigen

Growth is a key indicator of the prosperity of an economy. In today's Germany the " Gründerzeit " still describes a period of enormous economic growth. Factors that lead to growth haven't been investigated in the context of the different life cycle stages of early-stage technology ventures so far. This paper proposes a model of early-stage ventures' growth based on factors. From a theoretical angle, we look at the business from the market-based view (MBV) and the resource-based view (RBV) on strategy in the longitudinal perspective of the business life cycle. With this view we get to know what are the stage specific needs and processes of new technology based ventures in order to provide appropriate support. We tested different potential growth indicators for the model with a questionnaire-based survey which was answered by 68 high-tech entrepreneurs. The results suggest that growth factors are stage specific in their relevance. While leading to growth in one stage, certain factors evince no or even negative influence on growth in other stages. Moreover, RBV factors as seen more relevant for the growth than the MBV factors. Further research requires a large and representative population to validate the results. Keywords:-growth factors, early-stage ventures, market-based view, resources based view. Weniger anzeigen

We examine to what extent a transaction relation-based value network maturity status of New Technology-Based Firms (NTBFs) is related to their survival. A specific challenge of NTBFs is their lack of market-orientation, which is why the maturity of the ties they form towards the market in terms of customers, financiers, personnel and partners is supposed to be a strong indicator for survival. We analyze a sample of 170 NTBFs by capturing their value network status from business plans and… Mehr anzeigen

We examine to what extent a transaction relation-based value network maturity status of New Technology-Based Firms (NTBFs) is related to their survival. A specific challenge of NTBFs is their lack of market-orientation, which is why the maturity of the ties they form towards the market in terms of customers, financiers, personnel and partners is supposed to be a strong indicator for survival. We analyze a sample of 170 NTBFs by capturing their value network status from business plans and defining their survival status using secondary research. Simple statistical tests and regressions suggest that the official registration of the business is a pre-step for survival that requires industry-specific value network dimension strengths. A sub-sample survival analysis shows that for all NTBFs that have reached registration, regardless of their industry, a stronger customer value network maturity dimension prevents from failure and is thus a significant predictor for survival. Moreover, the analyses partly support the idea that NTBFs from the IT sector are less dependent on a strong value network in the financier dimension to survive. The results are of relevance for both practitioners and researchers in the innovation system: a better understanding of the factors impacting on NTBF survival can help to provide more tailored support services for young firms, increase the effectiveness of resource allocations, and provide a basis for further research. Weniger anzeigen

What drives entrepreneurial action to create a lasting impact? The creation of new ventures that aim at having an impact beyond their financial performance face additional challenges: achieving economic sustainability and at the same time addressing social or environmental issues (Dean & McMullen 2007). These so-called hybrid organizations try to be congruent with their blended values, despite being under external pressure in the process of maturing the new venture (Mcmullen & Warnick 2016)… Mehr anzeigen

What drives entrepreneurial action to create a lasting impact? The creation of new ventures that aim at having an impact beyond their financial performance face additional challenges: achieving economic sustainability and at the same time addressing social or environmental issues (Dean & McMullen 2007). These so-called hybrid organizations try to be congruent with their blended values, despite being under external pressure in the process of maturing the new venture (Mcmullen & Warnick 2016). This research explores not only the initial motivations of the entrepreneur as potential influence on the ventures' blended values, but also the source of finance. Weniger anzeigen

LEGIC, a technology provider in the field of identification technology, has successfully mastered a challenging transformation from being analogue-driven to becoming a digitally driven business model. It began as a product business, which because of proprietary features had some stickiness. This, however, diminished and the product commoditized over the maturation of its market. Faced with this situation, LEGIC initiated a bold move to transform the business model from south to north, ie from a… Mehr anzeigen

LEGIC, a technology provider in the field of identification technology, has successfully mastered a challenging transformation from being analogue-driven to becoming a digitally driven business model. It began as a product business, which because of proprietary features had some stickiness. This, however, diminished and the product commoditized over the maturation of its market. Faced with this situation, LEGIC initiated a bold move to transform the business model from south to north, ie from a non-sticky product business to a platform business. Integrating its physical product offerings with software and service components, it managed to leverage its technology competences, an established partner network and brand assets into an innovative holistic offering. Not only has this been successfully launched in one of its key vertical markets, but it has also enabled LEGIC to successfully re-enter market segments it had lost during the maturation of its industry. LEGIC and its roots in the ID technologies market Since 1992, LEGIC has designed and provided contactless radio frequency identification (RFID) technology for ID applications, ranging from access control and time and attendance to e-ticketing. The company was launched by Kaba AG, a Swiss-based, internationally leading provider of innovative access solutions for the security industry. Weniger anzeigen

Software startup companies develop innovative, software-intensive products within limited time frames and with few resources, searching for sustainable and scalable business models. Software startups are quite distinct from traditional mature software companies, but also from micro-, small-, and medium-sized enterprises, introducing new challenges relevant for software engineering research. This paper's research agenda focuses on software engineering in startups, identifying, in particular, 70+… Mehr anzeigen

Software startup companies develop innovative, software-intensive products within limited time frames and with few resources, searching for sustainable and scalable business models. Software startups are quite distinct from traditional mature software companies, but also from micro-, small-, and medium-sized enterprises, introducing new challenges relevant for software engineering research. This paper's research agenda focuses on software engineering in startups, identifying, in particular, 70+ research questions in the areas of supporting startup engineering activities, startup evolution models and patterns, ecosystems and innovation hubs, human aspects in software startups, applying startup concepts in non-startup environments, and methodologies and theories for startup research. We connect and motivate this research agenda with past studies in software startup research, while pointing out possible future directions. While all authors of this research agenda have their main background in Software Engineering or Computer Science, their interest in software startups broadens the perspective to the challenges, but also to the opportunities that emerge from multidisciplinary research. Our audience is therefore primarily software engineering researchers, even though we aim at stimulating collaborations and research that crosses disciplinary boundaries. We believe that with this research agenda we cover a wide spectrum of the software startup industry current needs. Weniger anzeigen

The business plan is one of the most frequently available artifacts to innovation intermediaries of technology-based ventures' presentations in their early stages –. Agreement on the evaluations of venturing projects based on the business plans highly depends on the individual perspective of the readers. One reason is that little empirical proof exists for descriptions in business plans that suggest survival of early-stage technology ventures. We identified descriptions of transaction relations… Mehr anzeigen

The business plan is one of the most frequently available artifacts to innovation intermediaries of technology-based ventures' presentations in their early stages –. Agreement on the evaluations of venturing projects based on the business plans highly depends on the individual perspective of the readers. One reason is that little empirical proof exists for descriptions in business plans that suggest survival of early-stage technology ventures. We identified descriptions of transaction relations as an anchor of the snapshot model business plan to business reality. In the early-stage, surviving ventures are building transaction relations to human resources, financial resources, and suppliers on the input side, and customers on the output side of the business towards a stronger ego-centric value network. We conceptualized a multidimensional measurement instrument that evaluates the maturity of this ego-centric value networks based on the transaction relations of different strength levels that are described in business plans of early-stage technology ventures. In this paper, the research design and the instrument are purified to achieve high agreement in the evaluation of business plans. As a result, we present an overall research design that can reach acceptable quality for quantitative research. The paper so contributes to the literature on business analysis in the early-stage of technology-based ventures and the research technique of content analysis. Weniger anzeigen

This paper builds upon the widely-used resource-based approach to explaining survival of new technology-based firms (NTBFs). However, instead of looking at the NTBF's initial resource configuration, a process-oriented perspective is taken by focusing on the entrepreneur's ability to transform resources in response to triggers resulting from market interactions. Transaction relations reflect these interactions and are thus operationalized with a suggested method for measuring the status of… Mehr anzeigen

This paper builds upon the widely-used resource-based approach to explaining survival of new technology-based firms (NTBFs). However, instead of looking at the NTBF's initial resource configuration, a process-oriented perspective is taken by focusing on the entrepreneur's ability to transform resources in response to triggers resulting from market interactions. Transaction relations reflect these interactions and are thus operationalized with a suggested method for measuring the status of venture emergence (VE) applicable to early-stage NTBFs. NTBFs' value network maturity is reflected in the number and strength of their transaction relations in the four market dimensions customer, investor, partner, and human resource. Business plans of NTBFs represent the artifact that contains this data in the form of transaction relation descriptions. Using content analysis, a multi-step combined human and computer coding process has been developed to annotate and classify transaction relations from business plans in order to empirically determine NTBFs' status of VE. Results of the business plan analysis suggest that the level of transaction relations allows to draw conclusions on the VE status. Moreover, applying the developed process, first analysis of a business plan coding test shows that the transaction relation based VE status significantly relates to NTBF survival capability. Weniger anzeigen

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… Mehr anzeigen

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. Weniger anzeigen

Technology commercialization is described as the most dreadful challenge for technology-based entrepreneurs. The scarcity of resources and limited managerial experience make it a daunting task, putting in danger the whole firm emergence. Prior research has often build upon the resource-based view to propose that the new firms' performance is dependent on their initial resource endowments and configurations. Nevertheless, little is known on how the early-stage decisions of the entrepreneur might… Mehr anzeigen

Technology commercialization is described as the most dreadful challenge for technology-based entrepreneurs. The scarcity of resources and limited managerial experience make it a daunting task, putting in danger the whole firm emergence. Prior research has often build upon the resource-based view to propose that the new firms' performance is dependent on their initial resource endowments and configurations. Nevertheless, little is known on how the early-stage decisions of the entrepreneur might influence on the growth of the firm. Scholars have suggested that both technology and market orientation actions could influence the performance and growth of firms in this context; nevertheless, there is limited empirical evidence of the influence of these different orientations in the context of new technology-based firms (NTBFs). In this study we propose to explore the influence of technology and demand creation actions adopting a demand-side view. We use a longitudinal study on a panel dataset (2004-2007) with 249 U.S. new high-technology firms to test our hypothesis. The results point towards a rather limited influence of initial resource configurations, as well as an unexpected influence of market and technology orientation in the growth dimensions of an NTBF. The research holds implications for the management of new technology-based firms and for those interested in supporting the development of technology entrepreneurship. Weniger anzeigen

Technology-based ventures provide an important route for successful technology transfer [1], [2]. Their founders are supported in successful technology commercialization by innovation intermediaries [3]. Accordingly, the performance of an innovation system, at least to some extent, depends on the efficiency of these intermediaries in terms of the impact of their scarce resources on the survival and growth of technology-based ventures. To increase their efficiency, intermediaries typically… Mehr anzeigen

Technology-based ventures provide an important route for successful technology transfer [1], [2]. Their founders are supported in successful technology commercialization by innovation intermediaries [3]. Accordingly, the performance of an innovation system, at least to some extent, depends on the efficiency of these intermediaries in terms of the impact of their scarce resources on the survival and growth of technology-based ventures. To increase their efficiency, intermediaries typically optimize their " intake " by requesting a formal business plan to base their selection on as a hygiene factor [4]–[7]. Thus, some scholars argue that written business plans show significant distortion as being produced only to attract support from innovation intermediaries [6], [8]. Accordingly, they rarely serve for these addressees as a source of information for analyzing the strengths and weaknesses of ventures, in order to derive actionable conclusions and more effectively support ventures [9], [10]. Addressees search for different indicators in business plans for their evaluation [11]. The descriptions of these indicators only evince little empirical proof for the performance of technology-based venture's [8], [12]. This gap is herein addressed, in contrast to the lacking empirical insight, as the most frequently produced artifact of early-stage technology ventures is at the same time a written business plan [10], [13]. This paper addresses this gap by conceptualizing transaction relations described in the written business plan as a means for working around the inevitable inaccuracies and uncertainties that delimit the explanatory abilities [14] of the snapshot model [10] presented by a business plan. Using a qualitative content analysis, we derive from the descriptions of transaction relations in a written business plan valid indicators for the maturity of the venture's value-network in different dimensions [15]. Weniger anzeigen

Within the framework of the FIDIAS (financial instruments for sustainable development in Alpine Space) project as part of the EU Transnational Cooperation Programme ‘ Alpine Space’, several feasibility analyses are conducted. The aim of the FIDIAS project is to develop innovative financial instruments and services to support local and regional authorities, business investment operators and green-tech small and medium sized enterprises to avail of the opportunities of financial tools. Thereby… Mehr anzeigen

Within the framework of the FIDIAS (financial instruments for sustainable development in Alpine Space) project as part of the EU Transnational Cooperation Programme ‘ Alpine Space’, several feasibility analyses are conducted. The aim of the FIDIAS project is to develop innovative financial instruments and services to support local and regional authorities, business investment operators and green-tech small and medium sized enterprises to avail of the opportunities of financial tools. Thereby, FIDIAS pursues the objective to strengthen competitiveness and innovation of ‘eco-innovative’ small and medium sized enterprises in Alpine Space Regions. Thus, it should also support green-tech companies to find appropriate funding offers, and advise the financial service provider and the public authorities to provide valuable instruments. According to these aims, this thematic study gives an overview of the existing equity funding landscape in Baden-Württemberg, their value for green-tech companies, and what kind of measures may improve the situation where necessary. The aim of the feasibility studies is to find out if there should be so-called “green SME funds” established in the Alpine Space Programme to promote start-ups in the green technology and eco-innovation sector. This study should evaluate the benefit of the existing equity funding landscape in the regional state of Baden- Württemberg for start-ups and SMEs from the green technology and eco-innovation sector. Weniger anzeigen

This research in progress paper investigates new business development in small and medium sized (SME) German enterprises. Germany is known for its “hidden champions”, little publicly known global market leaders in niches. We find that they successfully mandate business development teams that engage in close market interaction and develop the business based on so gathered experience; to which we refer as pivoting. Successful teams are found to enjoy high levels of autonomy combined with coaching… Mehr anzeigen

This research in progress paper investigates new business development in small and medium sized (SME) German enterprises. Germany is known for its “hidden champions”, little publicly known global market leaders in niches. We find that they successfully mandate business development teams that engage in close market interaction and develop the business based on so gathered experience; to which we refer as pivoting. Successful teams are found to enjoy high levels of autonomy combined with coaching and top management interaction. The paper reports case studies illustrating four autonomy dimensions that determine new business development (functional autonomy, decision autonomy, strategic autonomy, and structural autonomy) and each is aligned with specific balancing activities. The paper contributes to corporate entrepreneurship literature by providing a new conceptual framework of autonomy, which is a first step for quantifying the effects of autonomy on the performance of business development teams. Characteristics of the four autonomy dimensions are derived from the cases and their influence on the ability of teams to develop a new business is revealed. The paper concludes with recommendations for future research and managerial implications Weniger anzeigen

This research in progress paper elucidates the multidimensional phenomenon of autonomy which determines the success of teams developing a new business in small and medium-sized high-tech firms. In a previous inductive study we had revealed that this phenomenon is described through four autonomy dimensions: functional autonomy, decision autonomy, structural autonomy and strategic autonomy. In this paper we operationalize these dimensions on the basis of empirical findings discussed in literature… Mehr anzeigen

This research in progress paper elucidates the multidimensional phenomenon of autonomy which determines the success of teams developing a new business in small and medium-sized high-tech firms. In a previous inductive study we had revealed that this phenomenon is described through four autonomy dimensions: functional autonomy, decision autonomy, structural autonomy and strategic autonomy. In this paper we operationalize these dimensions on the basis of empirical findings discussed in literature and integrate the operationalized autonomy dimensions into a theoretical model. Thereby the paper contributes to theory because autonomy as a multidimensional phenomenon is not well understood in corporate entrepreneurship and respective models are barely available. In practice, the challenge is to establish a level of autonomy that enables business development teams to experiment in market interaction and at the same time enables the supervising manager to keep control over the new business. Our model describes criteria that facilitate managers to balance the level of autonomy in this manner. Weniger anzeigen

This research in progress paper investigates new business development in small and medium sized (SME) German enterprises. Germany is known for its "hidden champions", little publicly known global market leaders in niches. We find that they successfully mandate business development teams that engage in close market interaction and develop the business based on so gathered experience; to which we refer as pivoting. Successful teams are found to enjoy high levels of autonomy combined with coaching… Mehr anzeigen

This research in progress paper investigates new business development in small and medium sized (SME) German enterprises. Germany is known for its "hidden champions", little publicly known global market leaders in niches. We find that they successfully mandate business development teams that engage in close market interaction and develop the business based on so gathered experience; to which we refer as pivoting. Successful teams are found to enjoy high levels of autonomy combined with coaching and top management interaction. The paper reports case studies illustrating four autonomy dimensions that determine new business development (functional autonomy, decision autonomy, strategic autonomy, and structural autonomy) and each is aligned with specific balancing activities. The paper contributes to corporate entrepreneurship literature by providing a new conceptual framework of autonomy, which is a first step for quantifying the effects of autonomy on the performance of business development teams. Characteristics of the four autonomy dimensions are derived from the cases and their influence on the ability of teams to develop a new business is revealed. The paper concludes with recommendations for future research and managerial implications. Weniger anzeigen

The paper builds on the argument that cross-functional teams require autonomy for developing a new business. The paper add on the ongoing discussion to develop a concept of autonomy that defines the playing field for those teams. It is argued that the concept of autonomy inheres the dimensions functional, decision making and strategy making autonomy. We provide two in-depth case studies of high-tech companies that contrast the concept of autonomy in the context of cross-functional teams that… Mehr anzeigen

The paper builds on the argument that cross-functional teams require autonomy for developing a new business. The paper add on the ongoing discussion to develop a concept of autonomy that defines the playing field for those teams. It is argued that the concept of autonomy inheres the dimensions functional, decision making and strategy making autonomy. We provide two in-depth case studies of high-tech companies that contrast the concept of autonomy in the context of cross-functional teams that engage in new business development activities. Based on these case studies we develop a new concept of autonomy and argue that our concept defines the playing field that cross-functional teams require for developing a new business. Weniger anzeigen

The risk of New Product Development (NPD) investments is that they are wasted if users and customers do not accept their results. Living Labs set out to involve users early on in the process to reduce this risk. The paper tells the story of how Coliquio discusses the contribution of Living Labs to NPD. User acceptance is a well-known performance indicator for new product success and user-involvement an indicator of development process maturity. As the story suggests, the nature of Living Labs… Mehr anzeigen

The risk of New Product Development (NPD) investments is that they are wasted if users and customers do not accept their results. Living Labs set out to involve users early on in the process to reduce this risk. The paper tells the story of how Coliquio discusses the contribution of Living Labs to NPD. User acceptance is a well-known performance indicator for new product success and user-involvement an indicator of development process maturity. As the story suggests, the nature of Living Labs as innovation intermediary is coordination of NPD processes in open-network settings. The paper provides a framework of Living Lab capabilities including team mobilisation and idea scouting, match making, product development, user validation and market positioning, project financing and venturing for future growth. Their concurrent coordination is a capability by itself. Living Labs are entrepreneurship capabilities.. (2012) 'Concurrent process coordination of new product development by Living Labs – an exploratory case study', Int., The Netherlands. He is founder and director of CeTIM the Center for Technology and Innovation Management. He holds a PhD in Industrial Engineering from RWTH Aachen University of Technology and a second PhD (habilitation) in Technology Management from University of St. Gallen, Switzerland. His research interest is about entrepreneurial management of fast growing high-tech firms and the management of strategic change in the transition to the information age. Weniger anzeigen

In technologiedominierten Märkten stehen Unternehmen vor der Herausforderung, beständig innovieren zu müssen, um im Wettbewerb bestehen zu können. Innovation rückt damit in den strategischen Kern und bestimmt die Überlebensfähigkeit der Organisation, Innovation muss daher strategisch geführt werden. Diese strategische Führung muss auf organisationale Anpassungsfähigkeit gerichtet sein. Dies wird auch als Dynamische Fähigkeit („Dynamic Capability“) der Organisation bezeichnet und beschreibt die… Mehr anzeigen

In technologiedominierten Märkten stehen Unternehmen vor der Herausforderung, beständig innovieren zu müssen, um im Wettbewerb bestehen zu können. Innovation rückt damit in den strategischen Kern und bestimmt die Überlebensfähigkeit der Organisation, Innovation muss daher strategisch geführt werden. Diese strategische Führung muss auf organisationale Anpassungsfähigkeit gerichtet sein. Dies wird auch als Dynamische Fähigkeit („Dynamic Capability“) der Organisation bezeichnet und beschreibt die Fähigkeit, die Vernetzung relevanter Ressourcen in Reaktion oder besser Antizipation auf Marktdynamik zu (re-)konfigurieren. Die Umsetzung dieser Fähigkeit setzt u.a. Adaption auf Ebene individueller Mitarbeiter voraus. Das heißt, das Handeln und Verhalten der Mitarbeiter muss zielgerichtet beeinflusst werden können. Die dafür traditionell eingesetzten, operativen Instrumente der Personalentwicklung (PE) werden jedoch meist organisational getrennt und zeitlich deutlich nachgelagert zur Strategieformulierung entwickelt. Daher wird hier ein Ansatz vorgestellt, der diese Trennung aufhebt und im Gegenteil Prozesse strategischer Innovation und der Organisations- und Personalentwicklung (OE/PE) integriert – strategiefokussiertes Kompetenzmanagement. Dafür werden relevante individuelle Kompetenzen als Basis dynamischer Fähigkeiten abgeleitet und durch beobachtbare Verhaltensweisen operationalisiert. Durch Rückkoppelung dieser Ergebnisse sowohl in Strategie- als auch PE-Prozesse können gezielte individuelle Entwicklungsmaßnahmen zur Steigerung der Innovationsfähigkeit abgeleitet werden. An einem konkreten Fallbeispiel wird die erfolgreiche Anwendung in einem Technologieunternehmen illustriert. Weniger anzeigen

The range of inter-organisational innovation networks existing in the global economy today show a wide variance in structure, purpose, location, lifespan and maturity. These differences between network instantiations highlight the need for deeper understanding of the operation of these networks in order to enable efforts to improve network performance. These efforts include strategic management routines for network leadership, as well as the development of appropriate support structures, e.g… Mehr anzeigen

The range of inter-organisational innovation networks existing in the global economy today show a wide variance in structure, purpose, location, lifespan and maturity. These differences between network instantiations highlight the need for deeper understanding of the operation of these networks in order to enable efforts to improve network performance. These efforts include strategic management routines for network leadership, as well as the development of appropriate support structures, e.g. information systems architectures. An important step towards a deeper understanding of inter-organisational innovation networks is to compare the business architectures of network case studies to identify similarities and differences in terms of scope and context, business concepts and underlying system logic. The Zachman framework for enterprise architecture provides an approach to structuring the business architecture of enterprises in a way that allows such comparisons to be drawn. This paper describes the business architecture of two contrasting network case studies from South Africa and Germany within the Zachman framework, and draws some conclusions based on the observed similarities and conclusions. Weniger anzeigen

Zunehmend rückt Innovation in den strategischen Kern zur Sicherung der Überlebensfähigkeit von Unternehmen. Anpassungsfähigkeit der Organisationen ist dafür eine Voraussetzung. Diese Fähigkeit wird auch durch die individuellen Veränderungskompetenzen in der Organisation bestimmt. Um individuelle Veränderungskompetenz durch beobachtbare Verhaltensweisen und Persönlichkeitsmerkmale zu operationalisieren, wird eine interdisziplinäre Analyse vorgestellt. Die Überführung der Erkenntnisse daraus in… Mehr anzeigen

Zunehmend rückt Innovation in den strategischen Kern zur Sicherung der Überlebensfähigkeit von Unternehmen. Anpassungsfähigkeit der Organisationen ist dafür eine Voraussetzung. Diese Fähigkeit wird auch durch die individuellen Veränderungskompetenzen in der Organisation bestimmt. Um individuelle Veränderungskompetenz durch beobachtbare Verhaltensweisen und Persönlichkeitsmerkmale zu operationalisieren, wird eine interdisziplinäre Analyse vorgestellt. Die Überführung der Erkenntnisse daraus in ein Kompetenzkonzept ermöglicht die praxisorientierte Umsetzung. Dazu werden verschiedene Rollen in Veränderungsprozessen von Organisationen charakterisiert und dafür ein integriertes Konzept der Veränderungsintelligenz® eingeführt, das alle Kompetenzen und Potenziale von Individuen zum erfolgreichen Umgang mit Veränderung betrachtet. Die abgeleiteten Verhaltensweisen eröffnen die Operationalisierung im Sinne einer Messung auf der einen und die gezielte Entwicklung von Veränderungsfähigkeiten auf der anderen Seite. Dafür werden geeignete Erfassungs- und Entwicklungsmethoden vorgestellt. Weniger anzeigen

Zusammenfassung Technologiemärkte stellen Unternehmen heute vor die Herausforderung beständig innovieren zu müssen, um im globalen Wettbewerb bestehen zu können. Innovation wird somit weniger ein Element erfolgreicher Differenzierung sondern Kern-frage der Überlebensfähigkeit und rückt somit in den strategischen Kern. Die Lö-sung dieser Aufgabe stellt wesentliche Anforderungen im Bereich der Koordination und Organisation. Dies wird im konzeptionellen Rahmen der dyna-mischen Fähigkeiten… Mehr anzeigen

Zusammenfassung Technologiemärkte stellen Unternehmen heute vor die Herausforderung beständig innovieren zu müssen, um im globalen Wettbewerb bestehen zu können. Innovation wird somit weniger ein Element erfolgreicher Differenzierung sondern Kern-frage der Überlebensfähigkeit und rückt somit in den strategischen Kern. Die Lö-sung dieser Aufgabe stellt wesentliche Anforderungen im Bereich der Koordination und Organisation. Dies wird im konzeptionellen Rahmen der dyna-mischen Fähigkeiten diskutiert. Dem Paradigma der Open Innovation (offene Innovation) folgend, stellt sich jedoch zusätzlich die Frage, wie neben der Koordina-tion organisationsinterner Ressourcen die zielgerichtete und effiziente Koordination organisationsexterner Ressourcen geleistet werden kann. Dafür sind intermediäre Mechanismen strategischer Netzwerksteuerung erforderlich, die im vorliegenden Artikel beleuchtet werden. Die Fallstudie Cisco illustriert dazu ein Umsetzungsbeispiel. Die nachfolgende vergleichende Untersuchung etablierter Non-Profit Intermediäre ermöglicht die Ableitung von Anforderungen und Kern-elementen der unternehmerischen Umsetzung. Weniger anzeigen

The following paper addresses the intermediary role of Living Labs in open innovation processes. This paper adds to the ongoing discussion on developing a generally accepted methodology for Living Lab implementation. It is argued that not only lead users and technology providers but also entrepreneurs play a vital role in the process of Living Lab implementation. We further compare the attributes of Living Labs to other intermediary institutions. Based on these results, we argue that Living… Mehr anzeigen

The following paper addresses the intermediary role of Living Labs in open innovation processes. This paper adds to the ongoing discussion on developing a generally accepted methodology for Living Lab implementation. It is argued that not only lead users and technology providers but also entrepreneurs play a vital role in the process of Living Lab implementation. We further compare the attributes of Living Labs to other intermediary institutions. Based on these results, we argue that Living Labs can be subdivided into Microlevel and Macrolevel Living Labs, each providing distinct approaches to fostering the commercialization process. We further argue that Macrolevel Living Labs should be concerned with establishing clustering effects on a large scale utilizing virtualization competences. Microlevel Living Labs in contrast should focus on entrepreneurial support in individual cases. An in depth case study from the health care industry illustrates this Microlevel Living Lab approach. Weniger anzeigen

Das Wettbewerbsumfeld heutiger Unternehmen ist zunehmend durch dynamische Veränderung geprägt – und das nicht erst seit der aktuellen Finanz- und Wirtschaftskrise. Schon seit längerem sind wesentliche Treiber dafür höhere Innovationsraten sowohl im Produkt- wie im Dienstleistungssektor. Besonders prägnant sind diese Entwicklungen und ihre Folgen in den Märkten der Informations- und Kommunikationstechnologie zu beobachten. Wissenschaftliche Studien zeigen, dass dies nicht wesentlich durch… Mehr anzeigen

Das Wettbewerbsumfeld heutiger Unternehmen ist zunehmend durch dynamische Veränderung geprägt – und das nicht erst seit der aktuellen Finanz- und Wirtschaftskrise. Schon seit längerem sind wesentliche Treiber dafür höhere Innovationsraten sowohl im Produkt- wie im Dienstleistungssektor. Besonders prägnant sind diese Entwicklungen und ihre Folgen in den Märkten der Informations- und Kommunikationstechnologie zu beobachten. Wissenschaftliche Studien zeigen, dass dies nicht wesentlich durch „schnelleres“ Aufkommen neuer Technologien, sondern vielmehr durch schnelleres Wachstum bzw. schnelleren Markteintritt von Unternehmen in Märkte neuer Technologien begründet ist. Durch dieses Phänomen, den schnelleren sogenannten Firm take-off bzw. Sales take-off, stehen auch innovative Unternehmen fortwährend in einem starken und sich dynamisch verändernden Wettbewerb. Weniger anzeigen

Zusammenfassung Der Zeit-und Innovationswettbewerb in vielen, heute globalisierten Industrien stellt Unternehmen vor besondere Herausforderungen. Dies erfordert die Entwick-lung neuer Führungsmethoden für Innovationsprozesse. Diese müssen auf die ef-fizientere Gestaltung des Übergangs von Technologieentwicklung zu erfolgreicher Kommerzialisierung gerichtet sein. Der vorliegende Beitrag argumentiert, dass dafür die frühe Einbindung von Anwendern in den Innovationsprozess und die Reduzierung der… Mehr anzeigen

Zusammenfassung Der Zeit-und Innovationswettbewerb in vielen, heute globalisierten Industrien stellt Unternehmen vor besondere Herausforderungen. Dies erfordert die Entwick-lung neuer Führungsmethoden für Innovationsprozesse. Diese müssen auf die ef-fizientere Gestaltung des Übergangs von Technologieentwicklung zu erfolgreicher Kommerzialisierung gerichtet sein. Der vorliegende Beitrag argumentiert, dass dafür die frühe Einbindung von Anwendern in den Innovationsprozess und die Reduzierung der Risikoperzeption bei den für die Kommerzialisierung wichtigen Stakeholdern und Partnern zu leisten ist. Dazu stellt der Beitrag ein derzeit sich entwickelndes Vorgehensmodell – Living Lab Innovation – vor. Dieses wird anhand der zugrunde liegenden konzeptionellen Ansätze, einer konkreten Living Lab Implementierung und einer Fallstudie vorgestellt. Es wird gezeigt, dass Living Labs zumindest für bestimmte Technologiebereiche Intermediärrollen übernehmen können, die Innovation im Sinne der hier gestellten Anforderungen positiv unterstützen können. Weniger anzeigen

This issue of IBIS covers the proceedings of the 1 st Workshop on “Productivity in Sales based on interoperability” which was held in April 2009 at Lake Constance. The workshop’s focus was on interoperability in context of improvements in sales productivity as well as increasing efficiency in dynamic sales reaction. The workshop was held and organized as a joined eff ort of the German Forum for Interoperability (DFI e.V. – www.dfi-ev.de) and the Research Group Community of Practice for… Mehr anzeigen

This issue of IBIS covers the proceedings of the 1 st Workshop on “Productivity in Sales based on interoperability” which was held in April 2009 at Lake Constance. The workshop’s focus was on interoperability in context of improvements in sales productivity as well as increasing efficiency in dynamic sales reaction. The workshop was held and organized as a joined eff ort of the German Forum for Interoperability (DFI e.V. – www.dfi-ev.de) and the Research Group Community of Practice for Strategic Management Architectures (Co PS) at the Lake Constance University (HTWG Konstanz). Weniger anzeigen

Purpose – “Guerrilla marketing” describes unconventional marketing strategies with which to achieve significant effects – with a fraction of the budget of “traditional” marketing campaigns. This article aims to give an introduction to “guerrilla marketing” principles and discuss suitability of this marketing approach for information services. Design/methodology/approach – Whether guerrilla marketing strategies may be suitable for introducing information services and the necessary prerequisites… Mehr anzeigen

Purpose – “Guerrilla marketing” describes unconventional marketing strategies with which to achieve significant effects – with a fraction of the budget of “traditional” marketing campaigns. This article aims to give an introduction to “guerrilla marketing” principles and discuss suitability of this marketing approach for information services. Design/methodology/approach – Whether guerrilla marketing strategies may be suitable for introducing information services and the necessary prerequisites for that are explored based on applying cross-case analysis findings from industry examples to information services. This is based on a conceptual framework illustrating differentiating and positioning hypotheses for information services. Findings – It is argued, that guerrilla marketing strategies may be applied for information services whenever a product-like representation for such a service can be developed and a link to emotional values be established. Furthermore, for the product-like representation there must be coherent target groups to be identified and relevant user scenarios be created for them. Originality/value – This article provides a conceptual framework related to the question of how to increase acceptance and degree of utilization of information services in their relevant target groups. By discussing the possibilities of marketing strategies with limited resources, this article provides alternative ways of thinking and acting for information services mediators such as, for example, librarians. This is of particular relevance for this community, as information services mediators generally need marketing efforts to gain spread for their information services offer – but usually are faced with strictly limited marketing budgets. Weniger anzeigen