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Overview -Towards Asymmetric Partnership Management against the background of Corporate Entrepreneurship and Open Innovation literature
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The disruptive force of digitalisation and the acceleration of the innovation markets are radically changing the way in which large and established organisations innovate and how they bring new solutions to existing and new markets. Large corporate firms have started to rethink their innovation strategy by enabling partnerships with new and smaller...
Contexts in source publication
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... creation or renewal can be realised through a specific entrepreneurial posture and behaviour, which must be continuously recognised and supported on all organisational levels 3 to ultimately perceive entrepreneurial opportunities and pursue entrepreneurial activities (Covin & Slevin, 1991). Sharma and Chrisman (1999) demonstrate that these kinds of entrepreneurial activities can arise through three different and individual types of activities: corporate venturing, strategic renewal, and innovation (See Figure 1-1). The thought process follows that of Guth and Ginsberg (1990) and Stopford and Baden-Fuller (1994), who see innovation as an independent activity type within the CE domain. ...
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... on these findings from the CE literature and on the OI research stream, this dissertation acts on the assumption that innovation activities must also be differentiated into internal and external innovation activities (See Figure 1-2). This assumption is derived from the work of Sharma and Chrisman (1999) illustrating that innovation activities can potentially support internal and external corporate venturing activities. ...
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... a specific definition is missing, asymmetric partnerships essentially describe any relationships with unequal actors such as large corporate firms and startups (Alvarez & Barney, 2001), venture capital firms and startups (Cable & Shane, 1997;Shepherd & Zacharakis, 2001), or university parents and university spin-offs (Soetanto & van Geenhuizen, 2015). This dissertation focuses exclusively on large firms and their ability to interact and collaborate with startups and their entrepreneurs (See Figure 1-3). Generally, the asymmetry results from the natural imbalance in terms of organisational size, market power ( Kelly et al., 2000), or know-how ( Kalaignanam et al., 2007). ...
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... the purpose of this dissertation is to contribute to the research domains of CE and OI by investigating the characteristics of Asymmetric Partnership Management from a large corporate firm perspective under consideration of the specific needs of startups and their entrepreneurs. The dissertation encompasses three papers (See Figure 1-4) seeking to address the research gaps described in the following sections. ...
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... achieve consistent results, we drew exclusively on findings from articles published in English in specialist journals available in the Scopus database. The relevant sources were identified using 16 search terms (See Figure 2-1). Duplicates and an article which had been withdrawn were immediately rejected. ...
Citations
... According to this understanding, temporal aspects have become a focal point in studying how EO can pervade organizations vertically (i.e. firm-, team-and individual-level) and horizontally (e.g. from business unit to business unit or from employee to employee) over time (Covin and Slevin, 1991;Wales et al., 2011;Allmendinger, 2019;Covin et al., 2020). ...
In order to pursuit opportunities for growth and competitive advantage, firms reconfigure resources for becoming more entrepreneurial-oriented, i.e. more innovative, risk-taking and proactive in decision-making. As an important part of corporate strategy, firms incorporate external resources, e.g. through business acquisitions. Therefore, we study the emergence of entrepreneurial orientation (EO) within an organization by investigating if major business acquisitions alter an acquiring firm’s EO. We measure the acquiring firm’s EO by computer-aided text analysis (CATA) before, during and after an acquisition as historic events by screening letter to shareholders of US-Fortune 1000 companies. Our results from a sample of 202 firms show that companies closing major acquisitions have a significantly higher level of innovativeness while being more risk-averse in different phases of the acquisition process. Additionally, the relatedness (i.e. operating in the same industrial sector) between the acquiring firm and the target firm positively moderates the relationship between closing a major acquisition deal and innovativeness growth. For practitioners, our findings indicate that firms can spur their innovativeness by acquiring companies that operate in the same industrial sector, thus reconfiguring resources in a more productive way and in the same line of business.
... A pesar de que ambos conceptos tienen fuertes elementos comunes, éstos han sido tratados por la literatura en forma independiente. Son pocos los trabajos que explícitamente partan o analicen las relaciones entre ellos (Allmendinger, 2019). ...
The acceleration of the technological progress forces corporations to review their innovation strategies, looking for a greater flexibility and faster knowledge acquisition to sustain their competitive advantages. In this context, collaboration with startups seems a plausible and effective way to pursuing open innovation strategies. Results show that collaborations between large firms and startups are a very recent though growing phenomenon but with a clear spatial concentration around the largest economies of the region. Its main motive refers to agile and flexible innovation, assuming multiple forms and activities. Interestingly, this phenomenon is neither restricted to certain technological industries nor to foreign-owned corporations. In addition, in-depth insights from case studies reveal some tensions and challenges at the corporate level to accommodate these collaborations with startups within the existing repertory of established routines and processes, as well as the importance of matching and aligning expectations between the corporation and the startups in terms of results and commitments. The cases showed the relevance of conceiving these collaborations as an entrepreneurial project itself within the organization and with a strong alignment with the parent company's strategy. Several future research avenues are derived from these results, aiming at nurturing this still emerging research field in Latin America.
Collaboration between corporations and start-ups can dramatically accelerate respective actor’s innovation process. Previous research on this phenomenon has mostly considered the large company’s point of view on start-up collaboration. There is therefore a research gap related to start-ups’ objectives, processes and outcomes from corporate collaboration, as well as to the relation between these three categories of variables. The purpose of this study is to identify the critical factors for start-ups in collaborating with corporations. The paper synthesizes and discusses the findings from 12 qualitative case studies of corporate-start-up collaboration in Sweden, including different collaboration models and different industrial sectors. It contributes to fill the current knowledge gap in research focused on critical factors for start-ups in collaborating with large companies for innovation. The study identified three important dimensions: antecedents, outcomes, and collaboration characteristics. For each dimension the main variables and relations among variables are identified. This framework can be useful primarily for start-ups and could guide them in their decisions related to partnering with large firms. The framework is, however, also useful for other stakeholders involved in corporate-start-up collaboration initiatives, such as large firms, intermediaries like external accelerators, and the government. This is one of the first studies that explicitly addresses the phenomenon of collaboration between start-ups and large companies from a start-up’s point of view. The study is not limited to a specific collaboration model such as for example ‘accelerators’, but includes different models used by large firms. Further, it identifies the factors that could guide start-ups in analyzing opportunities offered by partnering with larger companies, and therefore could be important parts of their collaboration strategy.
