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Introduction
Management research and practice to rethink and redesign companies for continued success in the 21st century. Focusing on Strategic Management (dynamic capabilities), Organizational Design (ambidexterity), and corporate innovation/entrepreneurship (corporate venturing). Combining these in new organizational, processual, and leadership models for resilient companies that apply organizational agility and continuous innovation to continuously renew their competitive advantages.
Current institution
Publications
Publications (22)
This paper reports the results from a research-in-progress project investigating the effects of boundary spanning activities between explorative and exploitative units in structurally ambidextrous organizations on their product innovation performance, both in terms of more incremental (i.e., new-to-firm) and more radical (i.e., new-to-market) innov...
Many companies face the ambidexterity challenge: they must exploit their current business while at the same time exploring new opportunities. Some scholars indicate that a portfolio management approach is suitable to tackle this challenge and achieve continuous innovation. This study investigates how managers balance and integrate exploration and e...
This study investigates how innovation through external partnerships via Corporate Venture Capital and Corporate Venture Clienting contribute to strategic renewal. Corporate Venture Capital identifies and captures future growth opportunities through equity investments, while Corporate Venture Clienting integrates start-up innovations into core busi...
Private equity firms face challenges leveraging innovation for value creation in their portfolio companies, as its financial impact is uncertain and difficult to quantify. Existing literature primarily provides an isolated view of specific aspects of innovation in the Private Equity industry but remains vague about its utilisation for different val...
As an emerging form of strategic corporate venturing, equity-free corporate-startup-partnership ("Venture Clienting") aims to enable open innovation for the strategic renewal of established companies. However, empirical research on how to leverage Venture Clienting for strategic renewal is thin. Consequently, the goal of this study is to provide em...
In uncertain and dynamic environments, established companies must engage in strategic "innovation-to-business" to continuously develop new technology/market-combinations as competitive advantages for future profitable growth. To achieve this, they can leverage Research & Development (R&D) and similar innovation functions for such strategic renewal....
The publication-based dissertation investigates how to leverage corporate venturing units for the continuous strategic renewal of established companies. It includes four self-contained research papers, from which three are developed for publication in peer-reviewed academic journals, and one for publication as an academic teaching case study. The f...
To adapt their competitive advantages for successful strategic renewal, established companies must apply suitable innovation activities. One way to achieve this is the establishment of corporate venturing units that create organizationally consequential new business innovation for their parent company. However, the understanding of the distinctive...
With scarce research on the intersection of corporate venturing and firm strategy, few companies succeed in using their dedicated corporate venturing units for strategic renewal. This study examines this intersection in so-called interlinked-ambidextrous corporate venturing units. Through relational interlinks with internal and external stakeholder...
Today's business environments demand continuous innovation and adaption in established companies for long-term competitiveness. To ensure this, many leaders thrive for agility in their organizations. Currently, this concept is mostly regarded operationally as a project management approach. But the realization of the full strategic potential of agil...
In times of changing business environments, firms must constantly renew their competitive advantage by establishing dynamic capabilities. While often attempting to employ this in corporate venturing activities, they face the challenge of simultaneously exploring new and exploiting existing business opportunities. Examining possible approaches to ma...
In increasingly complex and dynamic environments, implementing agility is essential for companies to secure long-term economic stability. However, companies that have not yet introduced agility face the challenge of a radical transformation, while many companies that have already introduced agility rather solely focussed on the project and team lev...
Nach der Finanz- und Eurokrise stürzt die Corona-Pandemie die gesamte Weltwirtschaft innerhalb weniger Wochen erneut in eine tiefe Krise und wirkt als Katalysator für tiefgreifende Veränderungen in Gesellschaft, Politik und Wirtschaft. Eine unvorhersehbare und meist substantielle Herausforderung für Unternehmen. Welche Handlungsmöglichkeiten gibt e...
Following the rise of digital technologies, more and more large corporations and entire industries are disrupted by technology startups. In the past it was Airbnb disrupting the hospitality industry with more beds around the world than any hotel chain. Now it’s Tesla who is disrupting automotive companies by selling more premium vehicles then BMW o...
