How to map, analyse and design innovation ecosystems using the Ecosystem Pie Model

This online text outlines the Ecosystem Pie Model (EPM), a tool for analyzing, mapping and designing innovation ecosystems

Front End Transfers of Digital Innovations in a Hybrid Agile-Stage-Gate Setting

Digital innovations often follow a more fluid innovation process and, therefore, require different ways of managing the front end of innovation. Agile as alternative to established front end management practices is often suggested, potentially combined with Stage‐Gate, in what is called a hybrid Agile‐Stage‐Gate model, to reap the benefits from both. Implementing the hybrid model in the front end is however not sufficient for firms with separate Research and Development departments to succeed. In such organizations digital innovations still need to be transferred from Research, where the front end work on digital innovations takes place, to the Development department, where formal development actually starts. Yet, such front end transfers have been described as inefficient and ineffective. Realizing digital innovation front end transfers is likely even more challenging because of their fluid definition. In the absence of extant theory on front end transfers in such a setting, this research uses a case study approach to analyze the front end transfer experiences of the Research department of a firm in the lighting industry that is undergoing a transformation from traditional to digital lighting. The in‐depth analysis of triangulated data on eight front end projects shows that Research struggles to transfer digital innovations to Development, because transfer practices in terms of management, scope, and synchronization, turn out to be inherently challenging in a hybrid Agile‐Stage‐Gate setting. Specifically, the results reveal that each transfer practice plays an intricate role in either facilitating (i.e., transfer management) or inhibiting (i.e., transfer scope and synchronization) front end transfers of digital innovations. The discovery of these opposing forces has important implications for novel theorizing on the use of Agile in the front end of digital innovation, transfer practices from Research to Development in a hybrid setting, as well as for theorizing about digital innovation management

How to map, analyse and design innovation ecosystems using the Ecosystem Pie Model

This online text outlines the Ecosystem Pie Model (EPM), a tool for analyzing, mapping and designing innovation ecosystems

Mapping, analyzing and designing innovation ecosystems

To achieve a complex value proposition, innovating firms often need to rely on other actors in their innovation ecosystem. This raises many new challenges for the managers of these firms. However, there is not yet a comprehensive approach that would support managers in the process of analysis and decision making on ecosystem strategy. In this paper, we develop a strategy tool to map, analyze and design (i.e., model) innovation ecosystems. From the scholarly literature, we distill the constructs and relationships that capture how actors in an ecosystem interact in creating and capturing value. We embed these elements in a visual strategy tool coined the Ecosystem Pie Model (EPM) that is accompanied by extensive application guidelines. We then illustrate how the EPM can be used, and conclude by exploring the multiple affordances of the EPM tool as a boundary object between research and practice.Peer reviewe

Social goal commitment in entrepreneurial teams: an entrepreneurship education experiment

Although values and motivations of entrepreneurs are thought to impact key decisions and performance during business venturing, research in this field is still scarce. Organizational psychology and entrepreneurship literature has suggested that social value orientation (SVO) might affect entrepreneurial behavior. In this article, we hypothesized about the relationship between social value orientation and entrepreneurial performance in the context of entrepreneurial teams. We have developed preliminary insights through an entrepreneurial educational field experiment with students being sampled in teams based on proself and proother orientations. As hypothesized, prosocial teams performed better, yet surprisingly altruism in teams was related to worse performance. Our preliminary findings further indicate that team relationship conflict played a positive role in prosocial teams’ performance. Although preliminary, these findings may offer promising insights to the entrepreneurial team and entrepreneurship education literature