Corporate venturing – a new way of creating a company’s future

Purpose – More and more companies are embarking on an experimental journey into an unpredictable future – a future that is characterised by uncertainty and new challenges. Corporate venturing enables established companies, so-called incumbents, to deal with new markets and business models in a highly flexible and innovative way, besides their existing business and well known, successful business models. A new innovator’s dilemma has emerged: not only established companies are required to be increasingly creative and to question existing thought patterns, but it is similar for start ups and new businesses. Research method – After conceptualising the paper and conducting literature bibliometry by VOSviewer, the research gap was identified. It is based on the three presented approaches: Causation, Effectuation and Bricolage as transformative approaches for strategic decision-making. Using a qualitative research by conducting 30 in-depth interviews, a transcription and a MaxQDA analysis, 5 identified corporate venturing tools were shown. Originality/value – The paper introduces a new approach of management which rapidly gains importance and which is crucial for companies in upcoming times to compete with flexible and disruptive start-up based business models.Thomas BAAKEN: [email protected] ALFERT: [email protected] KLIEWE: [email protected] BAAKEN, Professor - Managing Director of the Science-to-Business Marketing Research Centre, MünsterCarina ALFERT, MA - Academic Researcher, Science-to-Business Marketing Research Centre, Münster, Münster & VU Vrije Universiteit Amsterdam, The NetherlandsThorsten KLIEWE, Professor - Research Director of the Science-to-Business Marketing Research Centre, MünsterAlfert C., Bossink B., Baaken T., Kliewe T., 2019, Linking corporate venturing and effectuation in established organizations. 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(eds.), Lawrence Erlbaum, New Jersey, pp. 237-264.MacMillan I.C., Block Z., Narasimha P.S., 1986, Corporate venturing: Alternatives, obstacles encountered, and experience effects, “Journal of Business Venturing”, vol. 1(2), pp. 177-191.Mainela T., Puhakka V., 2009, Organising New Business in a Turbulent Context: Opportunity Discovery and Effectuation for IJV Development in Transition Markets, “Journal of International Entrepreneurship”, vol. 7, pp. 111-134, DOI: 10.1007/s10843-008-0034-6.Mayring P., 2010, Qualitative inhaltsanalyse, [in:] Handbuch qualitative Forschung in der Psychologie, VS Verlag für Sozialwissenschaften, Wiesbaden, pp. 601-613.Mes F., 2011, Internal Corporate Venturing zur Steigerung der Innovationsfähigkeit etablierter Unternehmen, Gabler, Wiesbaden.Miles M.P., Covin J.G., 2002, Exploring the practice of corporate venturing: Some common forms and their organizational implications, “Entrepreneurship Theory and Practice”, vol. 26(3), pp. 21-40, DOI: 10.1177/104225870202600302.Moe N.B., Dingsøyr T., Dybå T., 2010, A teamwork model for understanding an agile team: A case study of a Scrum project, “Information and Software Technology”, vol. 52(5), pp. 480-491, DOI: 10.1016/j.infsof.2009.11.004.Narayanan V.K., Yang Y., Zahra S.A., 2009, Corporate venturing and value creation: A review and proposed framework, “Research Policy”, vol. 38(1), pp. 58-76, DOI: 10.1016/j.respol.2008.08.015.Nolte A., Pe-Than E.P.P., Filippova A., Bird C., Scallen S., Herbsleb J.D., 2018, You Hacked and Now What?: Exploring Outcomes of a Corporate Hackathon, [in:] Proceedings of the ACM on Human-Computer Interaction, t. 129.O’Reilly C.A., Tushman M.L., 2008, Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma, “Research in Organizational Behavior”, vol. 28, pp. 185-206, DOI: 10.1016/j.riob.2008.06.002.Parker S.K., Collins C.G., 2010, Taking Stock: Integrating and Differentiating Multiple Proactive Behaviors, “Journal of Management”, vol. 36(3), pp. 633-662, DOI: 10.1177/0149206308321554.Perry J.T., Chandler G.N., Markova G., 2012, Entrepreneurial effectuation: a review and suggestions for future research, “Entrepreneurship Theory and Practice”, vol. 36(4), pp. 837-861, DOI: 10.1111/j.1540-6520.2010.00435.x.Petzold N., Landinez L., Baaken T., 2019, Disruptive innovation from a process view: A systematic literature review, „Creativity and Innovation Management Journal”, vol. 28(1), pp. 1-18, DOI: 10.1111/caim.12313.Poguntke, M. 2016, Abstrakte Interaktionsmodelle für die Integration in bestehende Benutzerschnittstellen (Doctoral dissertation, University of Ulm).Scaringella L., Radziwon A., 2018, Innovation, entrepreneurial, knowledge, and business ecosystems: Old wine in new bottles?, “Technological Forecasting and Social Change”, vol. 136, pp. 59-87, DOI: 10.1016/j.techfore.2017.09.023.Sarasvathy S.D., 2001, What makes entrepreneurs entrepreneurial?, The Darden Graduate School of Business Administration, University of Virginia, Virginia.Sarasvathy S.D., Berglund H., 2010, On the Relevance of Decision-making in Entrepreneurial Decision-making, [in:] Historical foundations of entrepreneurial research, Landström H., Lohrke L. 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Wirtschafts-Wissenschaftskooperationen an Fachhochschulen in Europa

Dieser Beitrag zeigt Ergebnisse einer Studie zu Wissenschafts-Wirtschaftskooperationen (WWK) in Europa, die 2011 für die Europäische Kommission durchgeführt wurde. Alle Hochschulen in 33 EU+-Ländern wurden einbezogen, ein Rücklauf von 6.280 vollständigen Interviews erzielt. WWK werden durch Faktoren beeinflusst, die die Wahrnehmung von Nutzen sowie von Barrieren und Treibern beinhalten. Auch situative Faktoren beeinflussen deren Ausmaß und Umfang. WWK können durch adäquate Strategien, Strukturen und Ansätze, operationale Aktivitäten sowie unterstützende Rahmenbedingungen verstärkt werden. Ein Modell wird vorgestellt, dass das Beziehungsgeflecht der verschie­denen Elemente innerhalb der WWK darstellt. Der Beitrag präsentiert einige detaillierte Ergebnisse zu Fachhochschulen in Europa. 30.03.2012 | Thomas Baaken (Münster) & Todd Davey (Münster/Amsterdam

Bricolage and Growth Hacking: Two Smart Concepts of Creating a Business Lacking Resources

The chapter presents two smart concepts of creating a new business without or with only low budget. Thus, it applies particularly e.g., for either students, refugees and/or people from developing countries. “Bricolage” stands for a behaviour in which the actor solves problems using only available resources. Contrary to the resource-creating mentality, only the resources of the repertoire at hand are used. “Growth Hacking” as a new method, using digital approaches in particular, can achieve high sales in a short time. The relevance of data-driven marketing within the framework of a growth strategy. Working primarily with data is a promising strategy for companies that can effectively, efficiently and cost effectively using online tools or online-offline combinations to achieve their growth objectives. Thus, the two concepts are complementing each other by dedication to two different stages of a start-up process. Bricolage for creating the start-up and Growth Hacking for getting it successfully to the market and make it grow sustainably. The Chapter is describing the two concepts and their interdependence by offering a conceptual framework

University-Business Cooperation and Entrepreneurship at Universities – An Empirical Based Comparison of Poland and Germany

The EU’s growth strategy for the coming decade (recorded and defined by Horizon2020) and the higher education modernisation agenda force all European countries to establish a more connected and better functioning relationship between the three most important players government, business and higher education institutions (HEI’s) in order to increase employment, productivity and social cohesion. This article explores the development of University-Business Cooperation (UBC) both in Poland and in Germany, shining a spotlight on the various factors influencing UBC, as well as providing a comparison of the two countries. The focus lays on a Polish-German comparison i.e. the compared analyses of the state of UBC in Germany and Poland from the perspective of HEI managers and researchers. Applying a UBC-ecosystem of different factors and action levels (http://ub-cooperation.eu/pdf/ UBCECO.pdf) the major differences of both countries are identified, addressed and commented to offer opportunities for improvements. This paper describes and discusses selected findings of a study, which had been conducted for the European Commission to analyse University-Business Cooperation in 33 European countries by the S2B Marketing Research Centre at Münster University of Applied Sciences.Thomas Baaken: [email protected] Rossano, M.A.: [email protected] von Hagenr: [email protected] Davey: [email protected] Meerman: [email protected]. Dr. hab. 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Teczke (eds.), Uniwersytet Ekonomiczny w Krakowie, Cracow, pp. 261-280.Baaken T., Kliewe T., Davey T. 2008 How to Get the Most out of the Networking and Innovation Process – the Partnering Approach: Partner Relationship Management, 28th Podim Conference “The Power of Networking”, Maribor, Slovenia.Baldini N., Grimaldi R., Sobrero M. 2006 Institutional Changes and the Commercialization of Academic Knowledge: A Study of Italian Universities Patenting Activities between 1965 and 2002, “Research Policy”, 35(4), 518-532.Barnett M. 2002 University-Industry Relationships in Dentistry: Past, Present, Future, “Journal of Dental Education”, 66(10), 1163-1168.Beise M., Stahl H. 1999 Public Research and Industrial Innovation in Germany, “Research Policy”, 28(4), pp. 397-422.Bekkers R., Bodas Freitas I. 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Herausforderung Deradikalisierung: Einsichten aus Wissenschaft und Praxis

Ver­glichen mit dem Themen­kom­plex "Ra­di­ka­li­sierung" wurde "De­ra­di­ka­lisierung" in der Wissen­schaft bis­her eher zweit­rangig be­handelt. Dieser Report ar­beitet sys­te­ma­tisch die zentralen Er­kennt­nisse aus der the­o­re­tischen Literatur und aus der De­ra­di­ka­lisierungs­praxis auf. Es zeigt sich, dass zentrale Akteure aus Praxis, Wissen­schaft, (Sicher­heits-)Be­hörden und Politik nicht nur unter­schied­liche De­fi­ni­tionen ver­wenden, es herrscht auch keine Einig­keit da­rüber, was De­ra­di­ka­lisierung (praktisch) zu be­deuten hat. Hinzu kommt, dass die Träger­land­schaft der Ex­tre­mis­mus­prä­ven­tion in Deutsch­land so divers ist wie das fö­de­rale System der Bundes­re­publik. Das in Deutsch­land be­steh­ende Hybrid­mo­dell aus staat­lichen und zivil­gesell­schaft­lichen Zu­stän­dig­keiten sowie die Viel­falt an An­sätzen und Pro­filen der Beratenden können, bei richtiger Ak­zen­tu­ierung, als Chance für die Arbeit ge­wertet werden. Der Report schließt mit ent­sprech­enden Hand­lungs­em­pfehlungen für Ent­scheidungs­trägerinnen und -träger

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Abstract not available

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