No full-text available
To read the full-text of this research,
you can request a copy directly from the author.
Robert A. BURGELMAN & Leonard R. SAYLES (1986), Inside Corporate Innovation: Strategy, Structure and Managerial Skills
... Here, the persuasion of decision-makers by innovation champions (e.g., Kannan-Narasimhan & Lawrence, 2018) is important. To do so, the strategic and resource fit has to be demonstrated, often through reframing existing company strategy and resources (Burgelman & Sayles, 1986). The communication with the potential adopters to introduce the innovation is another part of the stakeholder management (e.g., Govindarajan & Trimble, 2010). ...
... Internal communication with decisionmakers Communication of innovators to convince decision-makers to adopt an innovation. (Burgelman & Sayles, 1986;Damanpour, 1991;Kannan-Narasimhan & Lawrence, 2018;Malmelin & Virta, 2016;Van Dijk et al., 2011;Zerfaß, 2005) Top management support Top management supports the creation, acquisition and implementation of a specific innovation. Strong leadership helps to overcome inertia (behavioural and technical) that accompany changes through innovations. ...
... (Chandra & Kumar, 2018;Jeyaraj et al., 2006;Lian et al., 2014;Mangula et al., 2017) Demonstrating strategic and resource fit Reframing of necessary resources and innovation goals in order to convince decision-makers and potential adopters of the innovation's fit with the company's strategy and technical and market resource feasibility. (Burgelman & Sayles, 1986;Kannan-Narasimhan & Lawrence, 2018;Lehtisaari et al., 2018;Villi & Picard, 2019) Internal communication with potential users Communication of innovators to introduce the innovation and convince potential (internal) users to adopt an innovation. (Burgelman & Sayles, 1986;Govindarajan & Trimble, 2010; Kannan-Narasimhan & Lawrence, 2018; Karim & Hajjaj, 2018;Mast et al., 2005;Zerfaß, 2005) Transfer into the line organisation Coordinating the different stakeholder interests through internal and external communication to reduce resistance during the subsequent roll-out process. ...
Media companies often fail to successfully adopt emergent technology driven media innovations. In order to analyse the pitfalls of implementation and to identify media-organisation-specific weaknesses , eleven cases from the media and manufacturing industries in Germany that adopted XR (which encompasses virtual, mixed and augmented reality technology) were compared. Several organisational drivers were especially important for successful adoption such as top management support, existence of an innovation champion, fit with the company/innovation strategy, cooperation with internal IT and long-term planning for the build-up of sustainable expertise within the companies. Whereas the media firms profited in some regards from their editorial background (i.e., high motivation of the projects' innovation champions), the lack of strategic planning and limited internal IT resources were found to hamper a successful adoption.
... In pursuing corporate entrepreneurial activities, putting aside time for such activities is another important antecedent. At the same time, employees or managers should also be convinced that they have the availability of resources to conduct experimentation and risk (Hornsby et al., 2002) and to carry out any potential projects/activities (Burgelman & Sayles, 1986;Das & Teng, 1997;Hisrich & Peters, 1986;Kanter, 1985;Sathe, 1985;Stopford & Baden-Fuller, 1994). In short, time availability "means evaluating workloads to ensure that individuals and groups have the time needed to pursue innovations and that their jobs are structured in ways that support efforts to achieve short-and long-term organisational goals" (Ireland, Kuratko, & Morris, 2006, p. 28). ...
... Scholars have long recognised that organisational structure can be a major obstacle for any manager to pursue CE activities (Brazeal, 1993;Burgelman & Sayles, 1986;Covin & Slevin, 1991). In particular, Burgelman & Sayles (1986) argue that supportive organisational structure may foster the administrative mechanisms where ideas can be properly assessed, selected and implemented. ...
... Scholars have long recognised that organisational structure can be a major obstacle for any manager to pursue CE activities (Brazeal, 1993;Burgelman & Sayles, 1986;Covin & Slevin, 1991). In particular, Burgelman & Sayles (1986) argue that supportive organisational structure may foster the administrative mechanisms where ideas can be properly assessed, selected and implemented. Later, Ireland et al. (2006, p. 28) suggest that organisational boundaries or supportive organisational structures refer to "precise explanations of outcomes expected from organisational work and development of mechanisms for evaluating, selecting and using innovations". ...
The growth of public enterprises or government-linked companies (GLCs) has been phenomenal over the years. However, the performance of GLCs remains a major concern. On the other hand, past studies have postulated that there is a strong relationship between corporate entrepreneurship (CE), entrepreneurial orientation (EO) and firm performance. Despite this, viewing GLCs’ performance in the context of CE or EO has received minimal attention among strategic management and entrepreneurship scholars. This paper highlights and discusses the performance of GLCs within the context of CE. Given the role of EO as a direct predictor while proposing CE internal and external factors as moderators of the EO-CE performance relationship in GLCs, a proposed framework of CE within the context of GLCs in Malaysia is proposed.
... Managing radical innovations can be difficult, even for successful and innovative companies with considerable resources and technological capabilities (Alsan and Pasiner, 2009;Christensen, 1997). Several impediments exist in regard to the development of radical innovations, including excessive focus on current customers (Christensen, 1997), the suppressing influence of the main business on new initiatives (Burgelman and Sayles, 1986;Christensen, 1997;Govindrajan and Trimble, 2005;Markides, 1999), and the constrained mental model of managers (Bettis and Prahalad, 1995;Prahalad and Bettis, 1986). ...
... Hence, it may be sensible to consider establishing independent organisational units when focusing on strategic initiatives that require a different kind of business model (Christensen, 1997;Govindrajan and Trimble, 2005;Markides, 1999). Building a new organisational unit may be sensible, especially when a new innovation are not well suited to the organisation's processes and values or it is not possible to utilise the existing organisational knowledge (Burgelman and Sayles, 1986;Christensen, 1997;Tidd and Taurins, 1999). However, O'Reilly and Tushman (2004) emphasise the importance of close top management links between the new initiative and the main organisation, and Leifer et al. (2000) argue that most radical innovation projects still benefit from interaction with the mainstream organisation. ...
... The role of the established Innovation Unit, similarly as the innovation hub concept by Leifer et al. (2001) separates innovation processes for radical and incremental innovations and helps in managing the interface between the innovation project and the rest of the organisation to allow necessary degree of freedom to nurture radical innovation and consider funding opportunities. The arrangements are in line with the literature (Burgelman and Sayles, 1986;Christensen, 1997;Tidd and Taurins, 1999). The innovation Unit in line Leifer et al. (2001) is responsible for the early stages of the innovation process and acts as a knowledge centre for innovation activities. ...
Established companies need to take several aspects into account when considering the management of radical innovations and must simultaneously ensure the profitability and functioning of the existing business. The main contribution of this study lies in exploring how radical and incremental innovations are separated and managed. The paper intends to clarify how companies can evaluate ideas, organise decision-making, utilise external parties optimally, and organise innovation activities while ensuring adequate linkages to existing business processes. This study analyses the practical implementation of innovation activities in a leading telecom company with advanced practices for managing innovations. The case company has established a separate innovation unit and defined a process for radical innovations. Linkages to other existing development processes are strengthened by including key personnel from these processes in the company's innovation process. These arrangements aid in acknowledging numerous aspects presented in the literature in conjunction with radical innovations.
... Organizations that rely on EO to create new value and foster growth must make additional efforts to encourage entrepreneurial behavior [81,82]. This often involves allowing organizational members, individuals, decision-makers, and teams, the freedom to act beyond existing norms and strategies, thus enabling independent thoughts and actions. ...
... Numerous scholars believe that autonomy is a prerequisite for entrepreneurial initiatives to emerge and thrive and is a fundamental characteristic of entrepreneurial organizations [81,83,84]. From an EO perspective, autonomy refers primarily to strategic autonomy. ...
Knowledge plays a pivotal role as a strategic asset for organizations that aim to improve and sustain competitive advantage. Despite the implementation of knowledge management systems to promote knowledge sharing, many employees exhibit knowledge-hiding behavior, deliberately withholding crucial information in the workplace. In this context, the current study aims to investigate the impact of knowledge-hiding behavior on entrepreneurial orientation (EO) within organizations. Specifically, we seek to explore how knowledge hiding influences employees’ inclination towards entrepreneurial behaviors such as innovation, risk-taking, and proactiveness. By examining the potential negative effects of knowledge hiding on entrepreneurial behaviors, we aim to identify barriers to innovation and risk taking in organizations. Furthermore, we examine the mediating role of factual autonomy in the relationship between knowledge hiding and entrepreneurial orientation. Understanding the mediating role of factual autonomy can provide valuable insights into the mechanisms through which knowledge hiding impacts entrepreneurial behavior. Additionally, we aimed to investigate the impact of knowledge hiding on organizational-level outcomes, specifically entrepreneurial orientation, and job autonomy. To investigate this phenomenon, we conducted a cross-sectional multilevel study involving 214 employees from 16 different companies in the Romanian business sector, including telecom, banking, retail, services, and IT&C. Our findings reveal that knowledge hiding has a significant impact on job autonomy and entrepreneurial orientation. The proposed model accounted for 45.9% of the variance in entrepreneurial orientation and 37.7% of the variance in job autonomy. These results have important implications for both theory and practice, highlighting the need for further exploration into how knowledge hiding impacts different aspects of organizational work design. The present examination serves as a valuable research platform for understanding the multidimensional irregularities within organizations and highlights the importance of addressing knowledge hiding behavior to foster a culture of innovation and risk-taking in organizations.
... Esta categoría aborda los conflictos organizacionales y de gestión que aparecen al introducir la innovación disruptiva en la cultura de las compañías y al transferir el proyecto innovador a las unidades de negocio. Los retos más relevantes suelen estar causados por la falta de apoyo de la alta dirección (Burgelman y Sayles, 1986) o por el desajuste entre la organización corporativa y el equipo del proyecto de innovación (Dougherty, 1990). ...
... Market uncertainties comprise to what extent customer needs are understood and superior customer value is generated compared to competition (Rice et al., 2002). Organizational uncertainties address the organizational and managerial conflicts at fostering disruptive innovation while pursuing operational activities, mainly caused by a lack of support of senior management (Burgelman and Sayles, 1986) or by the misfit between the mainstream organization and the R&D project team (Dougherty, 1990). Finally, resource uncertainties involve all difficulties of internally and externally acquiring needed resources for disruptive innovation (Chandy & Tellis, 2000;O'Connor et al., 2002). ...
The current industrial and corporate ecosystem is heavily conditioned both by the technological advances and by the existence of globalized and interconnected markets. Consequently, this makes it highly dynamic and volatile, with a high degree of uncertainty. Further polarization of this context is brought up by digitalization, revealing thus the need to develop disruptive innovations in order to keep long-term corporate competitiveness. Both technological viability and commercialization are the most significant challenges facing the development of disruptive innovations. Although it is one of the most critical phases, commercialization remains greatly understudied in this type of innovations
Its potential findings will increase the chances of market success through the identification of the key factors to take into account and the activities to undertake during each of the phases of the innovation process, more specifically on the acceleration phase.
The research combines a systematic review of existing literature on
commercialization within the context of the overall process of high uncertainty innovations, in particular in the acceleration phase, with a qualitative and exploratory methodology based on multiple case study (Yin, 2003). The sample analyzed comprises 20 spinoffs and 15 corporate ventures (derived from 8 multinational companies) belonging to a diversity of industrial sectors such as information technology, telecommunications, electronics, engineering services, consumer goods, health care and biotechnology.
The main findings of the research are:
- Defining the concept of commercialization in disruptive innovations and
identifying influencing factors.
- Designing a theoretical model for the commercialization of disruptive
innovations based on the DIA model (O'Connor y de Martino, 2006).
- Propose of a list of commercialization activities during each of the stages of the acceleration phase for corporate ventures and spinoffs, with the goal of improving the success rate during this phase. Identifying and comparing the different challenges facing corporate ventures and spinoffs.
- Provide a list of verification activities and benchmarks to evaluate maturity and determine the right time to transfer disruptive projects from a corporate venture into a business unit.
... Innovation is composed of at least two distinct steps. Innovation requires both search and launch (Burgelman & Sayles, 1986). Boards affect each step by providing resources and designing controls. ...
... Past research generally treats innovation as a single construct, measured as an input variable such as R&D intensity, or output variables like new product introductions, the number of patents, etc. However, a more holistic approach to innovation suggests that innovative success requires attention to two stages: the development of ideas and the launching of innovative products (Burgelman & Sayles, 1986). In the development stage, firms acquire or build their knowledge base for innovation, through a form of organizational search (Cyert & March, 1963). ...
Innovation is essential for every organization. Yet the relationship betweenboards and innovation remains unclear. We argue that boards not only monitor,but also provide resources, and innovations require both proper levels of resources(skills) from the board, and appropriate forms of control. In this study, we integrateresource-dependence and agency perspectives to examine how a board’s knowledgeand skills (board diversity) and a board’s preference for behavior based controls(board composition) influence the board’s ability to provide resources and designcontrols, which in turn affect the level of research and development intensity inthe firm. Hypotheses are tested using a panel data set of firms in research intensiveindustries.
... ght not be considered as such if undertaken outside an existing company, 2. An Innovation is distinguished from an invention. An innovation brings something into new use. whereas an invention brings something new into being (Rogers, 1962). The criteria for success of an invention are technical, whereas for an innovation the criteria are commercial (Burgelman & Sayles. 1986). 3. By strategy we mean the manner in which an organization aligns its key resources with its environment. Thus, strategy includes an organization's core competencies, resource deployments, competitive methods, and scope of operations at either the business unit or corporate level (cf. Hofer & Schcndel. 1978: Porter. 1980: Prahalad & H ...
... Different authors have focused on intemal corporate ventures with different levels of structural autonomy, and these differences have influenced their definitions of terms as well as their descriptions of the phenomenon. For example, Burgelman and Sayles (1986) studied new venture divisions. This choice of setting may have influenced their restrictive definition of corporate entrepreneurship and may also explain the nature of the model by which they seek to describe the venturing process. ...
Although authors generally agree on the nature of entrepreneurial activities within existing firms, differences in the terminology used to describe those activities have created confusion. This article discusses existing definitions in the field of corporate entrepreneurship, reconciles these definitions, and provides criteria for classifying and understanding the activities associated with corporate venturing.
... Currently, literature has explained the corporate venture process from many different perspectives, such as the corporate parent [10] or the corporate venture [11]. However, it is noted in the literature that there is a limited discussion on the venture transition at the moment of scaling up the innovation. ...
... The organizational uncertainty involves the organizational and managerial difficulties at integrating a disruptive innovation while pursuing exploitation activities. This uncertainty is mainly caused by unsupportive top management [10] or by the misfit among the corporate business unit and the innovation team [16]. The last uncertainty is resource-based. ...
One of the most critical challenges that large companies, small enterprises and research institutes face, when commercializing their innovations, is the transfer process at the moment of scaling up. These organizations often transfer their innovation to either existing business units or create a new business entirely. The process of transferring innovations to an existing unit is known as corporate venture, while creating a new business is called spinoff. Both processes have been studied separately, but not yet together and from different business sectors and countries. In order to understand both processes, this article compares the commercialization of disruptive innovations from these sectors: electronics, information technology, telecommunications, engineering, healthcare, biotechnology or research equipment. The article used multiple case study methodology from commercialization projects carried out in large, small and medium-sized companies and research institutes based in Spain, Germany, UK and Finland. The findings showed that certain activities needed to be done at pre-transition /commercialization, transition/commercialization, and post-transition/commercialization phases to reach a successful transition. Furthermore, the study provides similarities between the corporate venture and spinoff approaches that include team formation, network development and getting the commitment from the company and stakeholders. Additionally, the article outlines divergences between the approaches which consist of innovation readiness, knowledge management or the activities of the post-transition phase. The article also provides insight for innovation scholars, commercialization practitioners, and business enterprises. Therefore, the article contributes to the commercialization of disruptive innovations.
... Certains auteurs vont adopter un point de vue exhaustif, cherchant à inventorier l'ensemble des antécédents (Bouchard & Fayolle, 2011;Ireland, Covin, & Kuratko, 2009). D'autres se focalisent sur des antécédents spécifiques tels que l'implication de la direction générale (Sathe, 1989), les incitations et récompenses (Block & Ornati, 1987), les ressources disponibles (Burgelman, 1986;Damanpour, 1991), ou encore, les pratiques de management des ressources humaines (Hayton, 2005;Schmelter et al., 2010). Dans ces travaux, la socialisation organisationnelle est considérée comme un processus essentiel pour soutenir l'orientation entrepreneuriale (Hayton, 2005;Jones & Morris, 1995;Sathe, 1989). ...
... Depuis l'émergence du construit de « firme entrepreneuriale » grâce aux travaux pionniers de Friesen et Miller (Miller & Friesen, 1984), de nombreux chercheurs se sont intéressés aux divers antécédents de l'orientation entrepreneuriale. Certains sont identifiés de manière consensuelles et synthétisés par Ireland, Covin et Kuratko (2009) : un environnement externe dynamique et/ou hostile (Miller, 1983;Zahra, 1993), une structure interne organique et flexible (Covin & Slevin, 1991), des incitations et récompenses ad hoc (Block & Ornati, 1987;Monsen, Patzelt, & Saxton, 2010), et des ressources à disposition des salariés (Burgelman, 1986;Sykes & Block, 1989). ...
L’étude de la socialisation organisationnelle renvoie à des enjeux théoriques importants en sciences de gestion puisqu’il s’agit d’étudier un processus qui permet à l’entreprise de se refonder, de se transformer ou au contraire de se maintenir sur certaines de ses frontières (culturelles, réglementaires, identitaire ou institutionnelles) (Battilana, 2018; Bauer, Morrison, Callister, & Ferris, 1998; Daudigeos & Valiorgue, 2018; Van Maanen, 1976). La socialisation organisationnelle constitue ainsi un enjeu critique pour la stabilité et la performance des organisations (Ellis, Bauer, & Erdogan, 2015) et renvoie à un domaine de recherche important au croisement du management et des théories des organisations (Wanberg, 2012). Ce domaine de recherche est largement investi depuis la fin des années 1960 et se développe à un rythme de publication soutenu jusqu’à aujourd’hui. Malgré cet engouement et l’importance des connaissances élaborées au cours des soixante dernières années, elles présentent trois lacunes importantes qui constituent les fondements de notre programme de recherche. 1/ Développer et contextualiser les connaissances des activités de socialisation des organisations et de leurs membres. 2/ Développer les connaissances processuelles sur la socialisation organisationnelle. 3/ Développer les connaissances sur les enjeux organisationnels et politiques de la socialisation organisationnelle.
... In enterprises where innovation is considered a vital resource for survival, the clash of new ideas can stimulate employees' innovative abilities. New ideas stem from individual bottom-up initiatives, rather than structured decision-making or management strategies [37]. When individuals break free from organizational norms and gain flexibility, they can explore uncharted territories and gain an exploratory advantage [38,39]. ...
Based Correctly handling the creativity of employees who have not been adopted is not only conducive to continuously stimulating employees’ creativity and improving individual innovation performance, but also conducive to making the best use of organizational resources. This study integrates conservation of resource theory (COR) and social information processing theory to explore the influence of bootleg innovation behavior in organizations on individual innovation performance, as well as the mediating role of cognitive flexibility and the moderating role of leadership emotional intelligence. A three-stage time-lagged research design is used to obtain a valid sample of 327 employees from China. The PROCESS macro for SPSS was applied to test the hypothesized relationships. Findings demonstrated that bootleg innovation is positively related to individual innovation performance; cognitive flexibility mediates the relationship between bootleg innovation and individual innovation performance. Moreover, leadership emotional intelligence moderates the relationship between bootleg innovation and individual innovation performance and between bootleg innovation and cognitive flexibility and between cognitive flexibility and individual innovation performance respectively. The conclusion of the study not only provides a theoretical basis for individuals and leaders to deal with employees’ creative abortion, but also provides a new thinking mode for how to maximize the effectiveness of unaccepted ideas and promote individual innovation performance.
... We can speculate that they might not leave the corporation as might the neglected or privileged intrapreneurs. In general, all types of intrapreneurs should be allowed to take ownership, get support, and be sponsored to take risks and have resources for their intrapreneurial ideas and processes (Burgelman and Sayles 1986;Kanter 1989). Intrapreneurs who contribute to entrepreneurial activities are highly desired (Boon et al. 2013;Kuratko et al. 2021), and corporations that recognize and support their intrapreneurs tend to perform better than other corporations (Zahra 1991;Bierwerth et al. 2015). ...
The corporate entrepreneurship literature has identified the importance of intrapreneurs for maintaining growth, revitalization, and performance of corporations, but little is known about intrapreneurs and how they perceive their corporate working conditions. The working conditions in the corporation have an effect on employees’ behavior. This paper empirically investigates corporate conditions from the individual’s perspective as well as the types of intrapreneurs that exist. The findings from a cluster analysis of intrapreneurs suggests that there are three types of intrapreneurs: resilient intrapreneurs, neglected intrapreneurs, and privileged intrapreneurs. Overall, the findings show that intrapreneurial behavior and corporate conditions are related and that organizations purposefully can design their corporate environment to support different intrapreneurs.
... El desarrollo histórico de la investigación en emprendimiento empresarial se ha desarrollado a través de estudios que dan cuenta de su naturaleza (Morris et al., 1988), así como sus antecedentes, su impacto en el entorno , su estructura (Burgelman y Sayles, 1986y Zajac et al., 1991, la asociación con las variables organizacionales (Miller y Friesen, 1983) y, por último, su afinidad con los resultados empresariales aportando mejor desempeño (Block y MacMillan, 1993y MacMillan y Day, 1987. Sin embargo, se ha prestado poca atención sistemática a estudios sobre las implicaciones financieras que a largo plazo genera en las actividades de emprendimiento corporativo, lo cual puede dificultar el desarrollo de teorías y modelos que den cuanta de los beneficios del emprendimiento empresarial (Zahra y Covin, 1995). ...
... Intrapreneurs must specifi cally acquire the support of organisational champions, who are infl uential actors near the top of the organisational structure, to be allowed to develop and subsequently implement opportunities (Russell, 1999). The success of the opportunity development relies heavily on the championing activities of these individuals, their role is to convince others that the opportunity is legitimate, and its exploitation is in the best interest of the organisation and therefore worth pursuing (Burgelman and Sayles, 1986;Russell, 1999;Bloodgood, et al., 2015). As the opportunity needs to have legitimacy both in the minds of those directly or indirectly connected to developing it and those directly or indirectly connected to implementing it, legitimation activities are needed both in the opportunity discovery stage and the opportunity exploitation stage (Hayton and Kelley, 2006;Ciabuschi, Forsgren and Martin, 2011). ...
Intrapreneurship combines entrepreneurship and innovation, being entrepreneurial behaviour of employees, an individual intention or drive to innovate in an organisation. Intrapreneurship is recognised in the literature as a vital element of economic and organisational competitiveness, growth, and success. In contemporary organisations, employees are increasingly required to deal with or initiate change and propose innovative product or process ideas, i.e. employees are expected to behave intrapreneurially. Therefore, organisations need to find ways to foster intrapreneurial behaviour of employees, i.e. intrapreneurship. The dissertation addresses the research problem: how can intrapreneurship be fostered in organisations through education and training?
While intrapreneurship is gaining increasing attention both in academia and management practice, the intrapreneurship research field is lacking a clear conceptual framework. Addressing the need for an integrative systematic framework of intrapreneurship, a conceptual (theoretical) research study is conducted, integrating prior knowledge and research in intrapreneurship, applying critical thinking, conceptual reasoning, conceptual synthesis, and conceptual modelling as research methods. In the development of the conceptual models, the author employs deductive, inductive, and abductive reasoning, moving from description to prescription, building from and upon extant literature and secondary empirical data from case studies of intrapreneurship projects. Addressing the need for educational and training interventions aimed at developing intrapreneurship competence of learners, development type design research is conducted, which has the dual purpose of developing research-based educational interventions as solutions to complex problems in educational practice and advancing the knowledge about the characteristics of these interventions and the processes of designing and developing them in the form of design principles.
The dissertation provides a conceptual framework for operationalising intrapreneurship and how intrapreneurship can be fostered in organisations through education and training. The author’s main contributions to the knowledge base in the management research field are: the model of intrapreneurship process, the model of intrapreneurship project, the model of intrapreneurial organisation, the model of intrapreneurship competence, and the set of design principles for designing educational and training
13
interventions aimed at developing intrapreneurship competence of learners. These contributions have potential practical implications for managers and management of organisations and educational institutions. From the organisational manager’s perspective, the contributions provide knowledge about how to manage and foster intrapreneurship in organisations. From the education manager’s perspective, the contributions provide knowledge about how to develop the intrapreneurship competence of learners.
... We entitled this last phase diffusion, and it is obvious that the advantages of innovation to the nation and its general public are not entirely comprehend in anticipation of this has taken place (Chawla & Joshi, 2010). The learning of innovation barely needs explanation as researcher, strategy creators, trade management, and public superintendent uphold that innovation is a chief foundation of trade and industry growth, work transform, spirited lead, and community provision (Chadha & Kapoor, 2010) (Borins,1998;Boyne et al., 2006;Christensen et al., 2004;Tidd et al., 2001) (Burgelman & Sayles, 1986) (Covin, et al., 1990) (Robertson & Tony, 2001. The approval of innovation is a way for managerial alteration and revolutionize to assist in attaining the firm's routine targets, mainly beneath the circumstances of powerful rivalry, swiftly transforming marketplace, in short supply possessions, and buyers and community order for superior worth and improved products and services (Boyne et al., 2003;Jansen et al., 2006;Roberts and Amit, 2003) (Covin, et al., 2000) (Roozenburg & Eekels, 1995. ...
The purpose of this research is to analyze the determinants of product innovation and its impact on the financial
performance of the organizations. Specifically, the study examines the impact of intelligence generation,
intelligence dissemination, product-process innovation, marketing support of the product, quality,
Dependability/ Delivery, Technology selection, Flexibility on the financial performance of the automobile
companies. The models of product innovation provided the theoretical framework for the research. The model
of product-process innovation provides the basis for further research. The first concept explains the link
between organizations surroundings and its innovation targets (Utterback JM 1974, 1975) (Miller & Friesen,
1982) (Milling, 1996) whereas the second concept explains the connection between firm’s performance level
i.e. innovative performance, financial performance, organizational performance and marketing performance and
its innovation types i.e. product innovation, process innovation, organizational innovation and marketing
innovation (Abernathy & Townseed, 1975) (Abernathy & Utterback, June/July 1978) (Gunday, et al., 2011).
From these concepts evolved this study i.e. to evaluate the impact of product innovation on the financial
performance of the organizations.
... On the empirical side, as Argyres and Liebeskind (2002) point out, studies of internal business venturing reveal that established firms frequently fail in their efforts to establish new ventures (Hlavacek, 1974;Burgelman & Sayles, 1986). Lerner and Wulf (2007) find that more long-term incentives to the heads of research and development departments are associated with more heavily cited patents, which short-term incentives are unrelated to measures of innovation. ...
... This dimension points at the locus of the created new value (venture). Corporate entrepreneurship activities within the organization often cover product, process or administrative innovations at various levels of the company ( [60]; [11]). But also a newly created venture can reside within the creating, official organization. ...
... Market uncertainties comprise to what extent customer needs are understood and superior customer value is generated compared to competition . Organizational uncertainties address the organizational and managerial conflicts at fostering disruptive innovation while pursuing operational activities, mainly caused by a lack of support of senior management (Burgelman and Sayles, 1986) or by the misfit between the mainstream organization and the R&D project team (Dougherty, 1990). Finally, resource uncertainties involve all difficulties of internally and externally acquiring needed resources for disruptive innovation (Chandy & Tellis, 2000;O'Connor et al., 2002). ...
The generation of new business models and the renewal of competencies are crucial for mature companies' survival in the long term. Corporate venturing is a recognized mechanism to ensure balancing exploration and exploitation activities in established corporations. Due to fundamental differences in business organizations and culture, and in risk taking behaviors, the integration of these new ventures in existing business units is difficult. A key factor, as well as one of the less studied, is to determine the venture readiness for the scaling up and the right moment to be incorporated in the existing business. Premature venture scaling up could provoke growth failure and reduced post-transition performance because of a number of unresolved market and technology uncertainties. On the contrary, when the corporate organization integrates the venture too late, the established business might miss its window of advantage position. Based on the results of an empirical study carried out in fifteen corporate venture innovation processes, we identified certain specific activities that will help determine the venture readiness and proper timing to scale up, and integrated the results of the empirical study with knowledge from extant literature, to develop a set of propositions for improving the success of the scaling up. These principles provide practical guidelines to improve corporate venture growth processes.
... This conflicts with available studies on high potential entrepreneurship, which demonstrates that autonomy influences high potential entrepreneurship (Darroch and Clover, 2005;Guzmán and Santos, 2001;Liñán and Santos, 2007). This finding is also surprising given the explanatory power autonomy has on starting and running a business (Burgelman and Sayles, 1986;Kanter, 1983;Krauss et al., 2005;Lumpkin Cogliser and Schneider, 2009;McMullen and Shepherd, 2014;Shane, 2003). However, research findings indicate that entrepreneurs who established firms to seek autonomy primarily are less likely to succeed and grow than those who established businesses for other reasons. ...
It often has been argued that entrepreneurs in developing countries can be classified as either “survival” or “growth-oriented.” However, there is little systematic knowledge about the classification of entrepreneurs and their predictors in developing countries. Recently, scholars have distinguished high potential entrepreneurs from low potential entrepreneurs, given that high potential entrepreneurs recognize and effectively exploit opportunities. In Uganda, high potential entrepreneurs have access to more resources than low potential entrepreneurs. However, the literature does not clarify whether access to resources influences entrepreneurship classifications, especially in a developing country context. We surveyed more than 700 entrepreneurs in Uganda to establish how resources influence entrepreneurship classification. In this paper, we attempt to investigate how psychology and other human and social resources influence forms of entrepreneurship.
... The availability of spare time fosters corporate entrepreneurship, because slack time enables employees to develop and implement ideas that otherwise cannot be pursued, given their regular work schedules (Shepherd, McMullen, & Jennings, 2007;Sirén, Parida, Frishammar, & Wincent, 2020). Although positively related to experimentation (Burgelman & Sayles, 1986), which is an essential part of entrepreneurial projects (Chebbi et al., 2019), several studies fail to support a positive effect of time availability on corporate entrepreneurship outcomes (Alpkan et al., 2010;Goodale et al., 2011;Holt et al., 2007;Hughes & Mustafa, 2017). These contradicting results may be explained by the fact that intrapreneurial individuals often start projects proactively in their personal spare time (van den Ende, Wijnberg, Vogels, & Kerstens, 2003). ...
Corporate entrepreneurship has become a fundamental strategy for securing firms’ survival in rapidly changing environments. Despite broad theoretical consensus on the role of organizational drivers (top management support, rewards, work discretion, time availability) for employee engagement in corporate entrepreneurship, empirical studies provided ambiguous results, which might derive from not accounting for individual factors. Based on person-organization fit theory, this study analyses the interplay of organizational drivers and individual-level intrapreneurial orientation on (a) employee willingness to participate and (b) their willingness to lead corporate entrepreneurial projects. Our experimental study demonstrates that organizational drivers foster the willingness to participate in such projects, especially when individuals exhibit a strong intrapreneurial orientation. Regarding the willingness to lead corporate entrepreneurial projects, intrapreneurial orientation is the central factor, while organizational drivers are less effective. In short, our findings support that individual intrapreneurial orientation (nature), and not organizational drivers (nurture) alone, are key to fostering corporate entrepreneurship.
... Designs, marchés et canaux de distribution courants (Benner & Tushman, 2003) Performances Court terme (Eriksson, 2013;Levinthal & March, 1993;O'Reilly & Tushman, 2008) Tableau 17 : Caractéristiques des activités d'exploitation L'exploitation est plus fréquemment développée dans les entreprises qui conçoivent et personnalisent des produits en fonction des demandes clients ou qui produisent en masse et dont le processus de développement produits est orienté vers les intérêts des clients (Burgelman & Sayles, 1986). La fréquence de développement des innovations d'exploitation reflète la capacité de l'entreprise à reconfigurer les technologies existantes pour fournir de nouveaux produits (Greve, 2007). ...
L’objectif de cette recherche est d’expliquer l'adoption des pratiques d'innovation ouverte par les PME en explorant les caractéristiques stratégiques, organisationnelles et environnementales des PME. Nous posons tout d’abords les fondements théoriques nécessaires à la compréhension du concept d’innovation ouverte et fournissons une meilleure compréhension de sa spécificité dans le contexte de la PME. Nous utilisons ensuite un processus d'analyse documentaire pour identifier vingt-deux déterminants, trois stratégiques d’innovation et onze pratiques d'innovation ouverte et proposer un modèle intégratif pour l'adoption de l'innovation ouverte dans les PME qui lie les caractéristiques stratégiques, organisationnelles et environnementales aux pratiques d’innovation ouverte. Après avoir justifié nos choix épistémologiques et méthodologiques, à savoir le choix d’une démarche hypothético-déductive ancrée dans un positionnement réaliste critique et une méthodologie quantitative nous vérifions l’existence d’un lien statistiquement significatif entre les caractéristiques organisationnelles, stratégiques et environnementales des PME Normandes et l’adoption des pratiques d’innovation ouverte. Nos résultats montrent que l’exploitation n’est pas corrélée aux pratiques d’innovation ouverte et que l’ambidextrie est positivement corrélée aux pratiques d’innovation ouverte. Cependant, l’exploration n’est pas corrélée aux pratiques d’innovation ouverte puisque seule la co-conception est négativement corrélée à la stratégie d’exploitation et seul le capital venture est négativement corrélé à la stratégie d’exploitation et positivement corrélé à l’ambidextrie. D’autres régressions logistiques simples et multiples ont ensuite permis d’identifier les principales variables organisationnelles et environnementales expliquant le recours aux différentes pratiques d’innovation ouverte. Les résultats révèlent que les déterminants structurels et extra-organisationnels sont liés aux trois logique d’innovation ouverte, que les déterminants inter-organisationnels sont significativement corrélés aux pratiques d’outside-in et de coupled process mais d’inside-out. Les déterminants environnementaux sont significativement corrélés aux pratiques de coupled process et d’inside-out, mais pas d’outside-in. Les résultats montrent que les caractéristiques organisationnelles et environnementales sont significativement corrélées aux pratiques d’innovation ouverte adoptées par les PME. Pour finir nous avons réalisé une classification qui a fait apparaître trois groupes de PME : un groupe de PME dites innovatrices fermées, qui pratiquent peu l’innovation ouverte, un groupe de PME dites innovatrices d’acquisition qui cherchent à enrichir leur processus de R&D par l’achat de ressources externes, et le groupe des PME innovatrices interactives qui favorisent la collaboration entre différents acteurs pour aboutir à une innovation conjointe. Finalement, d’un point de vue théorique, ce travail doctoral nous a permis de synthétiser les connaissances portant sur l’innovation ouverte dans les PME, de construire un modèle intégrant à la fois les pratiques d’innovation ouverte et les caractéristiques stratégiques, organisationnelles et environnementales des PME et d’identifier trois groupes de PME ayant des profils distincts en terme d’adoption de pratiques d’innovation ouverte. D’un point de vue managérial, nos travaux permettent de sensibiliser les décideurs sur les différentes combinaisons favorisant ou freinant l’adoption de l’innovation ouverte et donnent la possibilité aux dirigeants de choisir les éléments les plus appropriés pour leur PME en termes de pratiques d’innovation ouverte en fonction de la combinaison de leurs caractéristiques stratégiques, caractéristiques organisationnelles et caractéristiques environnementales.
... have long been recognized (Schumpeter, 1942;Burns and Stalker, 1961;Burgelman, 1983;Burgelman and Sayles, 1986;Teece, 1992;Argyres and Silverman, 2004). We contribute to this stream by focusing on a specific, important aspect of organization design, namely the delegation of authority over innovation decisions. ...
We study what determines delegation of authority over innovation decisions in firms. Extant research that addresses this topic in an open innovation context, suggests that firms that engage in open innovation tend to delegate authority over innovation decisions. We provide a more nuanced argument that considers important contingencies. Thus, we argue that the extent of delegation depends upon the combined effect of the relative importance of innovation decisions to the firm's strategy and, when a firm engages in open innovation, on the nature of the external knowledge (scientific vs. practical) that it seeks to absorb from the external environment. We test our hypotheses on data from a double-respondent survey of Danish firms that we link to Community Innovation Survey data and to the Danish Integrated Database for Labor Market Research. We provide econometric results that support our hypotheses.
... In a broad sense, corporate spin-off is also included in the corporate venturing strategy [13,29]. In management, corporate spin-off is a type of start-up enterprise, which is a separate and independent business from the parent organization, such as a university or enterprise. ...
Despite international interest in corporate entrepreneurship research, relevant knowledge has not been systematically accumulated. Even in practice, the discussions of corporate entrepreneurship revolve around the appropriate level necessary and the preferred method of action. This paper proposes an evolutionary model that outlines corporate entrepreneurship overall in terms of an organization’s entrepreneurial activities. For the research objective, this paper includes in-depth case studies on Samsung’s Creative Lab. The Creative-Lab of Samsung has been actively implementing corporate venture system for eight years. We conducted collective case studies by focusing on a single case (Creative-Lab) and then moving to multiple cases (Creative-Lab spin-off companies). Firstly, the study identifies the development process of entrepreneurship from the individual-level to the firm-level, and from the firm-level to the social-level. Secondly, the study confirms that corporate venturing and the corporate spin-off system have a positive impact on entrepreneurial behavior, which is crucial to seize opportunities. Thirdly, based on the growth factors and performance of corporate entrepreneurship, an evolutionary model of corporate entrepreneurship is proposed in this paper. This study can contribute to the establishment of an integrated and structured mechanism of related research as it comprehensively reviews the antecedents, elements, and outcomes of corporate entrepreneurship.
... Therefore, IPs are not only confronted with difficulties based on structural complexity (e.g. search for experts, long decision-making paths), but also with organizational resistance, as established organizational norms need to be adjusted or eliminated (Sandberg and Aarikka-Stenroos 2014;O'Connor and Rice 2013;Rice et al. 2002;Burgelman and Sayles 1986). ...
Uncertainty is an intrinsic part of every project, in particular of innovation projects. Unclear and changing specifications, lack of experience and skills as well as context influences coming from e.g. stakeholders and legislation are only a few typical sources of uncertainty. In general, uncertainty levels are not homogeneously distributed among individual project tasks. A task’s uncertainty level, however, has a huge influence on how this task shall be managed and executed. In common practice, project managers, project teams and project management tools do not consider this fact systematically, which leads to inappropriate task execution modes with unsatisfying outcomes and negative consequences downstream the project.In this context, this thesis proposes a novel methodology for systematically including uncertainty and context considerations in project planning and analysis from macro- (i.e., project) to micro- (i.e., task) level. It is based on classifying individual project tasks according to the uncertainty they are confronted with. To achieve this, this work first identifies fundamental requirements to management and decision aid tools facilitating the planning, monitoring, and analysis of any kind of projects characterized by a considerable level of uncertainty. Based on a task model that integrates a definition of the input, targeted outcome, the action as well as its context in the form of involved stakeholders, our tool integrates a task classification according to the estimated uncertainty levels of each task’s targeted outcome with respect to its inputs, as well as the task’s actions and context. Context can be taken into account systematically using a novel context classification and measurement framework derived from existing frameworks for capturing project complexity and uncertainty. A modelling language facilitating the practical application of these models using the task and stakeholder network analysis and visualization tools has been implemented.The entire work is based on a grounded field study that has been carried out within the industrial research environment of the Bayer Group over three years, complemented by an in-depth analysis of research literature in the related fields. Expert interviews, workshops and trainings, as well as the active support and accompaniment of concrete corporate innovation projects have been the central practical means of developing and validating the results.
... This dimension points at the locus of the created new value (venture). Corporate entrepreneurship activities within the organization often cover product, process or administrative innovations at various levels of the company ( [60]; [11]). But also a newly created venture can reside within the creating, official organization. ...
Entrepreneurship has been defined in economic, sociological and idiosyncratic perspectives. Corporate entrepreneurship characterized as an economic perspective of entrepreneurship venturing into a business environment for growth and sustainability. Initially, psychological studies investigated motivations and personality traits that underlie start-up and entrepreneurial success over time, the focus turned increasingly towards models that integrate individual and environmental factors. In fact, recent research highlights ties between personal (motivations, aptitude, risk-taking tendencies, innovativeness etc.) and contextual elements. Sociological studies have been oriented towards understanding social and family backgrounds of entrepreneurs and infer that entrepreneurial choices comprise on family traits, roles, and social life. Economic factors (paucity, opportunity, costs, and income), technological development, its' effects on industrial environment/development, demographical and psychographic factors of entrepreneurs have been key constructs in economic sciences.
... This dimension points at the locus of the created new value (venture). Corporate entrepreneurship activities within the organization often cover product, process or administrative innovations at various levels of the company ( [60]; [11]). But also a newly created venture can reside within the creating, official organization. ...
Entrepreneurship has been defined in economic, sociological and idiosyncratic perspectives. Corporate entrepreneurship characterized as an economic perspective of entrepreneurship venturing into a business environment for growth and sustainability. Initially, psychological studies investigated motivations and personality traits that underlie start-up and entrepreneurial success over time, the focus turned increasingly towards models that integrate individual and environmental factors. In fact, recent research highlights ties between personal (motivations, aptitude, risk-taking tendencies, innovativeness etc.) and contextual elements. Sociological studies have been oriented towards understanding social and family backgrounds of entrepreneurs and infer that entrepreneurial choices comprise on family traits, roles, and social life. Economic factors (paucity, opportunity, costs, and income), technological development, its' effects on industrial environment/development, demographical and psychographic factors of entrepreneurs have been key constructs in economic sciences.
... Επίσης, η καινοτομία αποτελεί την αποκλειστική πρώτη χρήση από έναν οργανισμό ενός καινούριου προϊόντος, υπηρεσίας, διαδικασίας ή και ιδέας [14]. Άλλοι απεικονίζουν την καινοτομία ως την ένωση των ευκαιριών στη σφαίρα του ανταγωνισμού με εφευρετική τεχνολογία και καινούριες τεχνικές γνώσεις [3]. Η καινοτομία έχει διατηρήσει τη φήμη της απαραίτητης δράσης από μέρους ενός οργανισμού του οποίου οι επιθυμητοί στόχοι παραμένουν η ανάπτυξη, η εξέλιξη και η κερδοφορία [18]. ...
Στην εργασία αυτή διερευνάται ο ρόλος του εσωτερικού περιβάλλοντος μιας επιχείρησης στην απόφαση για την υιοθέτηση τεχνολογικών καινοτομιών στο σύγχρονο ανταγωνιστικό επιχειρηματικό περιβάλλον. Ειδικότερα εξετάζονται κρίσιμοι παράγοντες που επιδρούν στην απόφαση για υιοθέτηση των σύγχρονων εφαρμογών ηλεκτρονικής μάθησης από πλευράς των ελληνικών μικρομεσαίων επιχειρήσεων. Σε αυτό το πλαίσιο παρουσιάζονται τα αποτελέσματα έρευνας που διεξήχθη σε ένα τυχαίο αντιπροσωπευτικό δείγμα 150 ελληνικών μικρομεσαίων επιχειρήσεων στο νομό Αττικής. Αφού ελήφθη υπόψη η σχετική ερευνητική βιβλιογραφία, η οποία σχετίζεται με τις θεωρίες και τα μοντέλα υιοθέτησης και διάχυσης τεχνολογικών καινοτομιών στη συνέχεια κατασκευάστηκε ένα προσαρμοσμένο ερευνητικό μοντέλο, το οποίο μοντελοποιεί την απόφαση για υιοθέτηση τεχνολογικών
καινοτομιών ως προς ένα σύνολο επιλεγμένων προβλεπτικών παραγόντων. Τα ερευνητικά δεδομένα αξιοποιήθηκαν για μια λογαριθμική οικονομετρική εκτίμηση και οδήγησαν στην κατασκευή ενός προσαρμοσμένου ερευνητικού μοντέλου, που περιγράφει το βαθμό επίδρασης κάθε ανεξάρτητου παράγοντα στην παραπάνω απόφαση. Τα ερευνητικά αποτελέσματα τονίζουν τη σχέση ανάμεσα στο μέγεθος της επιχείρησης, τη διαθεσιμότητα των οικονομικών κεφαλαίων για την απόκτηση τεχνολογικών καινοτομιών, την αντιλαμβανόμενη πολυπλοκότητα των σύγχρονων εφαρμογών
ηλεκτρονικής μάθησης και την απόφαση για υιοθέτηση τους.
Επιπλέον, προέκυψε ότι οι μικρομεσαίες επιχειρήσεις είναι πιο πιθανόν να υιοθετήσουν εφαρμογές ηλεκτρονικής μάθησης, όταν αντιλαμβάνονται ότι η τεχνολογία που πρόκειται να υιοθετήσουν είναι συμβατή με τις εταιρικές αξίες και αρχές· ή ακόμη και όταν διαθέτουν προηγούμενη εμπειρία στη χρήση κάποιας σχετικής
τεχνολογίας. Ωστόσο, αρκετοί παράγοντες που δεν βρέθηκαν να επηρεάζουν σημαντικά την απόφαση για υιοθέτηση μάς οδηγούν σε ένα συμπέρασμα, το οποίο υπογραμμίζει τη σημαντική αδυναμία
υιοθέτησης τεχνολογικών καινοτομιών από τις ελληνικές μικρομεσαίες επιχειρήσεις.
Λέξεις-
... Innovators will emphasise the societal benefits of innovation in order to legitimise their requests for a regulatory framework that supports innovative economic activity. Innovation, a well-established theme in various disciplines (Burgelman and Sayles 1986;Webster 2004;Witt and Jackson 2016;Corso and Pellegrini 2007;Ford 2017), can take more radical or more incremental paths, and thus involve different degrees of uncertainty for both the innovator and the regulator. The risk of acquired regulation is that it mainly protects market power. ...
“A novel, insightful and provocative foray into the abilities, capacities and limits of corporate power on the one hand and public power and capacities on the other hand. Eckert offers new and refine insights on core issues in the theories of public and private interest regulation.”—David Levi Faur, Hebrew University of Jerusalem, Israel
“This impressive book breaks important ground in the regulatory governance literature by bringing in a fresh corporate perspective. Based on a set of fascinating case studies of European regulation, Eckert compellingly unpacks key facets of corporate power. A must-read for regulation scholars who often neglect the targets of regulation!”—Burkard Eberlein, York University, Canada
“This book offers systematic and empirically fascinating insights into the regulatory power of corporations which unfolds outside the traditional political arenas. Its policy effects have important implications for the target groups of regulation, the general public, and the democratic political process as such. The conceptualization and use of rich empirical sources make for a compelling read.”—Adrienne Héritier, European University Institute, Italy
This book takes a fresh look at corporate power in the regulatory process. It examines how corporations seek to prevent, shape, make or revoke regulation. The central argument is that in doing so, corporations utilise distinct power resources as experts, innovators and operators. By re-emphasising the proactive role of business, the book complements our acquired knowledge of policymakers’ capacity to put pressure on, or delegate power to private actors. Empirically, the book covers European consumer and environmental policies, and conducts case studies on the chemical, paper, home appliance, ICT and electricity industries. A separate chapter is dedicated to the assumption that Brexit will lead to an unprecedented result of EU regulation being lifted, and how this could put corporate power in regulation at risk. This book provides a new perspective on the policy implications of corporate power to scholars, students and practitioners alike.
... On the empirical side, as Argyres and Liebeskind (2002) point out, studies of internal business venturing reveal that established firms frequently fail in their efforts to establish new ventures (Hlavacek, 1974;Burgelman & Sayles, 1986). Lerner and Wulf (2007) find that more long-term incentives to the heads of research and development departments are associated with more heavily cited patents, which short-term incentives are unrelated to measures of innovation. ...
The most commonly asked question in the research of innovation is: what type of firms can innovate more productively, startups or established firms? A related question is: does the nature of innovation affect the comparative advantages of startups versus established firms? This paper reviews the literature on the locus of innovation from multiple perspectives, including explanations based on organizational capabilities, incentives and agency costs, transaction cost economics, and property rights theory. It seeks to provide an integrative view of the comparative advantages of startups versus established firms when handling innovation. Prior research on the locus of innovation has significant implications not only for the theory of innovation, but also for the theory of the firm. Most notably, integration is primarily motivated by coordination benefits and improved incentives for investment in non-human assets (Williamson, 1985; Grossman & Hart, 1986; and Hart & Moore, 1990). However, integration suffers from weaker incentives to invest in human assets (Holmstrom, 1989).
... On the empirical side, as Argyres and Liebeskind (2002) point out, studies of internal business venturing reveal that established firms frequently fail in their efforts to establish new ventures (Hlavacek, 1974;Burgelman & Sayles, 1986). Lerner and Wulf (2007) find that more long-term incentives to the heads of research and development departments are associated with more heavily cited patents, which short-term incentives are unrelated to measures of innovation. ...
The current study aimed at determining the extent to which the industrial companies in Jordan have a confidence crisis in applying cloud computing. This crisis is divided into three different categories: a confidence crisis in programs and operations, a confidence crisis in service providers and a confidence crisis in the security and protection offered by service providers. In order to achieve the purpose of the research, a questionnaire was designed covering the three areas of confidence crisis. (120) questionnaires were distributed on a stratified random sample of (81) industrial companies in Al Hassan industrial estate in Irbid; (104) valid questionnaires were retrieved. The results of the study show that there is indeed a confidence crisis in the application of cloud computing in the Jordanian industrial companies within the three aforementioned domains. The researchers recommend that the service providers should educate on the cloud computing mechanisms and how the systems, applications and stored data are protected, so as to avoid such a confidence crisis in the industrial companies.
... The innovator is a specific type of an expert disposing of innovative know-how, which gives him a competitive edge in a given market environment and further puts him into an advantageous position vis-à-vis his regulator. Innovation studies, building on the seminal work of Joseph Schumpeter, are a well-established field of research in various disciplines, and the points of reference in the literature are numerous (Burgelman and Sayles 1986;Webster 2004;Witt and Jackson 2016;Corso and Pellegrini 2007). Surprisingly enough, however, innovation has not taken center stage in the literature on regulation, though it surely should be thought of as a "regulatory challenge" (Ford 2017: 3). ...
This chapter develops the book’s conceptual framework. It revisits the discussion of the public–private divide in the literature on governance, regulation and international political economy. Eckert suggests moving from demand-side arguments about the shadow of hierarchy, regulatory threats and authority to considering what private actors have to offer on the supply side. She spells out expectations for the three types of corporate power in regulation: How the expert will use the power of knowledge; how the innovator disposes of decisive resources as a first mover; and how managing a critical infrastructure gives the operator authority as the guarantor of secure supply. The last section presents the case study selection: paper and plastics industry (expert), home appliance and ICT industry (innovator), and electricity transmission industry (operator).
... Another research has demonstrated that a firm's innovative capacity is affected by cultural norms [73]. Furthermore, culture can encourage or discourage business-related risk-taking [74]. But it has to pay attention to impact on organizational culture based on perspectives of a strategic manager. ...
International Business Machines (IBM) points out that academics and industries pay a higher attention on "Service Science" since 1985. With the rotation of the wheel of a service era, many companies has driven from production to service-orientation, and focus on manufacturing services field. In the past, high-tech companies with leading technologies and unique products were ahead of other companies, but nowadays, this pattern is changed due to the changing market environment, consumption and other factors. In order to attract customers and to continue a leading position at the market, companies require to have service innovation infrastructure. This study focuses on enhancement of service innovation goal by professional managers' entrepreneurship for high-tech companies in Hsinchu Science Park and Silicon Valley areas. Initially, in accordance with the purpose of the study, relevant literatures integrated from domestic and international journals to develop the draft questionnaire. Then, a survey was conducted at Hsinchu Science Park and Silicon Valley by the participation of 12 experts to finalize the content of the questionnaire. Third, the pilot questionnaire survey sent out to 250 participants (200 in Hsinchu Science Park and 50 in Silicon Valley) through e-mail and internet platform. Finally, the statistical software is used analyze multivariate regression. Findings state that the personality (PersA) of Entrepreneurial Orientation to Service Innovation (InnV) no significant correlation. The personality (PersB) to InnV have significant correlation. When PersA integrated environment (Env) to InnV generated significant positive correlation; PersB integrated Env to InnV got strong positive correlation. Consequently, environment factor hold on intermediary efficient results. PersA integrated Organizational Factor (OrgV) have significant correlation but only increase a little coefficient value. PersB integrated OrgV have significant correlation but decrease the coefficient value. Consequently, this study demonstrates that OrgV doesn't have an intermediary efficient result. The result of the analysis is useful for decision-makings of top managers, when they adopt service innovation in these two Science Park. Moreover, results provide theoretical contribution for academicians for their future academic reports.
... The corporate perspective on entrepreneurship emerged in the 1980s (Miller and Friesen, 1982, Burgelman, 1983, Burgelman and Sayles, 1986) and 1990s (Guth and Ginsberg, 1990) and challenges the assumption that firms flourish by increasing rigidity and setting routines. Extant entrepreneurship research has even argued that rigidity and routines reduce proactivity and firm renewal (de Lurdes Calisto and Sarkar, 2017). ...
Many entrepreneurial firms use collective resources in their business activities. Examples of collective resources are common pool natural resources, cultural heritage, and resources shared within networks of firms. Collective resources are not owned or governed by a single actor, so they cannot be easily sold or bought in a market. Therefore, entrepreneurial firms seeking to utilize collective resources must find other ways to mobilize them. In this dissertation, I examine how entrepreneurial firms mobilize collective resources for opportunity exploitation. My findings suggest that collective resources require more creative resource-mobilization approaches compared to resources owned by sole actors. These unique approaches are necessary because collective resources are generally mobilized without transfer of ownership and actors have the right to use these resources simultaneously. In this situation, market transactions are not effective, and the mobilization of collective resources is challenged by allocation inefficiencies, such as over-exploitation and free-rider issues. My results indicate that entrepreneurial firms draw on social and institutional arrangements to mobilize collective resources. Social arrangements are established to increase mutual dependences on collective resources, and institutional arrangements are developed to create mutual benefits and safeguards. In this way, entrepreneurial firms address uncertainties related to the shared governance of collective resources. My findings suggest that these uncertainties become particularly salient when entrepreneurial firms aim to mobilize collective resources over longer periods.
يتزايد الاهتمام بالابتكار في معظم القطاعات الاقتصادية في عالمنا المعاصر ، فلم يعد الابتكار حكرا على بعض المنظمات التي تتطلع للاستحواذ على المكانة المتقدمة في المجال ، وإنما النجاح لمعظم المنظمات ٍ ( Sapolsky, 1967; Ettlie & Bridges, 1982; Oldham & Cummings, 1996, Hoffman, 1999 ) الدراسات السابقة في مجال الابتكار تم إجراؤها في الدول المتقدمة ، من ثم هناك حاجة للمزيد من إلقاء الضوء على موضوع الابتكار للمساهمة في الوصول للهدف النهائي وهو تحصيل الفائدة المرجوة من الابتكار . هذا البحث الميداني يحاول دراسة التأثيرات المتباينة للمحددات البيئية والتنظيمية على الابتكار في منظمات الأعمال في العالم الثالث ، بالتطبيق على الكويت . الدراسة الميدانية تمت عن طريق جمع المعلومات باستخدام الاستبانات من العاملين في المنظمات المصرفية الكويتية . تكونت العينة من 248 مديرا من تسعة بنوك محلية . تشير نتائج الدراسة إلى أن هناك علاقة إيجابية بين بعض المحددات البيئية والتنظيمية مع الابتكار .
As with everything in current times, the public service also needs to be innovated, seeking to grow, to update itself in the market compared to the private service. Thus, it is important to bring this study, which aims to present leadership and entrepreneurship in the public service as a relevant and current issue for the time, in addition to the need for scholars and those curious about the subject to be able to understand the subject. The general objective of this research was to talk about leadership and entrepreneurship in the public service. The methodology used to develop this work was a literature review where we searched in reliable databases for scientifi c materials already published on the subject to compile data to compose the theoretical part of this study. This research concludes by stating that leadership and entrepreneurship have an important role in the public service, always seeking innovation and updating to propose improvements to everyone.
Traditional indicators, such as R&D expenditures and patent applications, are not necessarily the most relevant to measure the innovative capability of companies. Hence, this study aims at understanding how the conversion of ideas and inventions into commercialisation of products and services is managed, with an emphasis on internal processes and structures. To this purpose, a question sheet and a guide for semi-structured interviews have been developed derived from the model for the dynamic adaptation capability. Surprisingly, the findings from five French and five Scottish firms point to differences in innovative capabilities between French and Scottish firms that can be understood from autopoietic principles (following the law of parsimony) and the myopic versus dynamic approach for the context of the national innovation system. Additionally, the extent of the instrument indicates that a major effort is required to understand the innovative capabilities of firms and that this cannot be reduced to simplified measures as traditionally done.
Bu çalışmanın amacı, örgütün kültürel sıkılık/esneklik boyutunun girişimcilik yönelimine etkisinin belirlenmesidir. Kültür yazınında sıkılık/esneklik boyutunun örgütsel seviyede girişimcilik ve yenilikçilik gibi değişkenlerle kuramsal olarak anlamlı olumlu ilişkileri gösterilmiştir. Örgüt kültürünün sıklık ve esneklik boyutunun örgüt çalışanlarının girişimcilik yönelimini olumlu/olumsuz etkilediği birçok çalışmada araştırılmıştır. Ancak, Türkiye’ de örgüt kültürü yazınında tekrar detaylandırılarak araştırılmasının konunun güncellenmesine ve örgütsel süreçlerde yön göstermesine katkı sağlayacağı düşünülmektedir. Çalışma kapsamında örgütün sıkılık eğilimi ve girişimcilik yönelimi eğilimleri incelenmiştir. Bu kapsamda oluşturulan modelde sıkılık eğilimi ve girişimcilik yönelimi eğilimlerinin Türkiye’ deki örgütlerin kültürel perspektif temelindeki yapısına etkisinin her bir boyut düzeyinde araştırılması gerçekleştirilmiştir. Örneklemini Borsa İstanbul’ da işlem gören firmaların oluşturduğu bu çalışmada; Ölçek güvenirlik analizleri SPSS 23 analiz programı kullanılarak yapılmıştır. Araştırmada kullanılan ölçeklerin yapısını test etmek için AMOS 24 programında Yapısal Eşitlik Modeli kullanılarak doğrulayıcı faktör analizleri yapılmıştır. Son olarak, Yapısal Eşitlik Modeli yol analizi kapsamında AMOS 24 programında teorik model testi ve regresyon analizi yapılmıştır. Sonuç olarak, sıkılık esneklik ile girişimcilik yöneliminin yenilikçilik boyutu arasında pozitif anlamlı ilişki bulunmuştur.
In terms of industries or business, one of the very important aspects of any growing economy is SMEs which are responsible for driving innovation and development in different areas. SMEs should possess a strategy which manages decisions effectively. Innovation is the key to making such strategies effective to achieve the ultimate goals. Presently, there are so many studies available in the literature for big industries, but less literature is available which collects drivers of innovation practice in SMEs in one article. Hence this article concentrates on discovering some of the driving forces of innovation practice in SMEs through previous studies. There are some factors which act as drivers for innovation practice in SMEs, these drivers help the SMEs to achieve their desired target. A basic literature review approach is embraced to viably identify those key drivers. This study contributes to the innovation management articles on SMEs. Some future research constraints are also suggested in the article.
The study of firm-level entrepreneurship Is fast becoming a central Issue In the literature. Research on the topicshows Increased vitality and rigor. Recently, Covin and Slevin (1991) have suggested an Integrative model that explains the association between a company's entrepreneurial posture and Its external environment, strategy, Internal factors, and organizational performance. This article highlights several areas wherethe Covin-Slevin model should be revised and extended to better capture the nature of entrepreneurial behavior as well as Its antecedents and consequences.
The literature highlights the importance of corporate entrepreneurship (CE) for improving a company's market and financial performance. This paper extends the literature by focusing on the knowledge-creation processes within a firm's formal and informal CE activities. This multifaceted knowledge, which encompasses organizational, technical, and social dimensions, is developed by individuals or groups and diffused throughout the organization. Whether radical or incremental, this knowledge can generate new skills, which a company can then use to reconfigure the sources of its competitive advantage. This paper also discusses the role of intrapreneurs and CE champions, particularly in the creation and use of social capital, in the development of dynamic competencies.
In terms of industries or business, one of the very important aspects of any growing economy is SMEs which are responsible for driving innovation and development in different areas. SMEs should possess a strategy which manages decisions effectively. Innovation is the key to making such strategies effective to achieve the ultimate goals. Presently, there are so many studies available in the literature for big industries, but less literature is available which collects drivers of innovation practice in SMEs in one article. Hence this article concentrates on discovering some of the driving forces of innovation practice in SMEs through previous studies. There are some factors which act as drivers for innovation practice in SMEs, these drivers help the SMEs to achieve their desired target. A basic literature review approach is embraced to viably identify those key drivers. This study contributes to the innovation management articles on SMEs. Some future research constraints are also suggested in the article.
Στην εργασία αυτή επιχειρούμε να διερευνήσουμε την απόφαση των ελληνικών μικρομεσαίων επιχειρήσεων (ΜΜΕ) αναφορικά με την υιοθέτηση και διάχυση του Διαδικτύου σε αυτές. Σε αυτό το πλαίσιο παρουσιάζονται τα αποτελέσματα από μια έρευνα που διεξήχθη, υπό μορφή ερωτηματολογίου και τηλεφωνικής συνέντευξης, σε 150 ελληνικές ΜΜΕ, προκειμένου να αναλύσουμε τους παράγοντες που επιδρούν στην απόφασή τους για υιοθέτηση και διάχυση της τεχνολογίας του Διαδικτύου. Αφού ελήφθη υπόψη η προϋπάρχουσα σχετική ερευνητική βιβλιογραφία, στη συνέχεια κατασκευάστηκε ένα προσαρμοσμένο ερευνητικό μοντέλο. Τα ερευνητικά δεδομένα που συλλέχθηκαν χρησιμοποιήθηκαν για μια οικονομετρική εκτίμηση και οδήγησαν στην κατασκευή ενός προσαρμοσμένου ερευνητικού μοντέλου. Τα ερευνητικά αποτελέσματα τονίζουν τη σχέση ανάμεσα στο μέγεθος της επιχείρησης και στην απόφαση για υιοθέτηση του Διαδικτύου από τις ΜΜΕ. Ακόμη προκύπτει πως, μεταξύ άλλων παραγόντων, η πολυπλοκότητα των σύγχρονων τεχνολογιών αποτελεί σοβαρό εμπόδιο στην απόφαση των ΜΜΕ να υιοθετήσουν το Διαδίκτυο. Επιπλέον, τα αποτελέσματα δείχνουν πως οι μικρομεσαίες επιχειρήσεις είναι πιο πιθανόν να υιοθετήσουν το Διαδίκτυο, όταν αντιλαμβάνονται ότι η τεχνολογία που πρόκειται να υιοθετήσουν είναι συμβατή με τις εταιρικές αξίες και αρχές· ή ακόμη και όταν διαθέτουν προηγούμενη εμπειρία στη χρήση κάποιας σχετικής τεχνολογίας. Τέλος, αξίζει να σημειωθεί πως σημαντικό ρόλο στην απόφαση για υιοθέτηση παίζει και το σχετικό πλεονέκτημα που προσφέρει η υπό υιοθέτηση τεχνολογία στην επιχείρηση.
Ωστόσο, αρκετοί παράγοντες που δεν βρέθηκαν να επηρεάζουν σημαντικά την απόφαση για υιοθέτηση μάς οδηγούν σε ένα συμπέρασμα, το οποίο υπογραμμίζει την αδυναμία υιοθέτησης τεχνολογικών καινοτομιών από τις ελληνικές μικρομεσαίες επιχειρήσεις. Τέλος, συζητούνται οι θεωρητικές συνέπειες και τα ευρήματα και σκιαγραφείται ένα μονοπάτι για μελλοντική έρευνα στο συγκεκριμένο πεδίο.
This article analyzes the management of project portfolios that encompass both exploratory and implementation projects under the denomination of ambidextrous program management. We build on the project/program and ambidexterity literature to characterize such programs. Based on an in-depth three-year study, we apply this analytical framework to an emblematic case: the Autonomous Mobility (AM) initiative of a major automotive firm. We characterize the coordination challenges of such ambidextrous program management, and propose a coordination concept to deal with them, which we term the program hub.
Our contribution to the project management field is to extend the scope of analysis to a new type of program that simultaneously coordinates both exploratory and implementation projects. We also advance the ambidexterity field by demonstrating how ambidextrous program management can orchestrate different types of ambidextrous organizational patterns within the firm. For practitioners, we illustrate the multibillion-dollar innovation initiative focused on autonomous mobility that is ongoing within the auto industry.
One of the biggest challenges that large companies challenge at commercializing innovations is how to successfully transfer the project to the business unit at the moment of scaling up the innovation. This research has deployed multiple case methodology to study the process of transference of twelve disruptive innovations in ambidextrous organizations to improve the understanding of how corporate ventures face the transition from a disruptive innovation to a receiving business unit. The study identifies different crucial team activities within the process of transferring the projects to the receiving business units as well as key organizational factors between the R&D team, the business unit and the corporation, as it follows: 1) the achievement of first sales and running of pilot projects, 2) early-relations with the potential receiving business unit, 3) misfit between the innovation project and the business unit, 4) transfer of the R & D team to the receiving team, 5) presence of champions and project support network. The research also provides insights about the most appropriate time for the realization of the transfer.
Reflecting on the twenty years that have elapsed since the launch of [email protected]@gement, I highlight some changes in the world of organizations, the world of organizational research, and the world of academic publications. I argue that, although notable changes have occurred in all three domains, how we do and assess research can still follow long-established canons. In particular, I suggest with Bourdieu that it all rests on reading statistics on pyjamas while thinking of Kant.
The authors seek to understand which of three different strategic orientations of the firm (customer, competitive, and technological) is more appropriate, when, and why it is so in the context of developing product innovations. They propose a structural model of the impact of the strategic orientation of the firm on the performance of a new product. The results provide evidence for best practices as follows: (1) A firm wishing to develop an innovation superior to the competition must have a strong technological orientation; (2) a competitive orientation in high-growth markets is useful because it enables firms to develop innovations with lower costs, which is a critical element of success; (3) firms should be consumer- and technology-oriented in markets in which demand is relatively uncertain—together, these orientations lead to products that perform better, and the firm will be able to market innovations better, thereby achieving a superior level of performance; and (4) a competitive orientation is useful to market innovations when demand is not too uncertain but should be de-emphasized in highly uncertain markets.
The relationship between entrepreneurial orientation and firm performance has been the focus of numerous empirical studies over the past decade. The conclusions and findings reported are diverse and often conflicting. One possible explanation for mixed findings is that past studies do not take into account the dynamic nature of the industry environment. Using a sample of 192 Swiss firms from several different industries, this study examines the direct effect of entrepreneurial orientation on financial firm performance along with the moderating effect of a dynamic environment on the relationship between entrepreneurial orientation and performance. Results of this study suggest that for firms competing in a highly dynamic environment, the positive effect of an entrepreneurial orientation on financial performance is enhanced.
Factors impacting the organizational structure of firms have been analyzed often utilizing organizations theory. However, several other theories and perspectives have been proposed as potential alternative means of analyzing organizational structure and functioning. While previous studies regarding organizational structure have utilized such perspectives as adaptation and exchange theory, few studies have utilized population ecology theory, thus leading to the current study. Although population ecology theory is most often used in the biological sciences, many of its principles lend well to organizational analysis. Due to internal structural arrangements (e.g. information constraints, political constraints) and environmental pressures (e.g. legal and fiscal barriers, legitimacy) of an organization, the inflexibility of an organization limits the firm's organizational analysis utilizing an adaptation perspective. The challenges and discontinuities associated with utilizing an ecological perspective are identified, including issues related to the primary sources of change (selection and adaptive learning) and related to differentiating between selection and viability. Utilizing competition theory and niche theory, several models for analyzing organizational diversity are incorporated to address factors not encompassed by ecological theory. By compiling elements of several theories, a population ecology model applicable to business related organizational analyses is derived. (AKP)
This article presents a model which identifies entrepreneurial activity as a natural and integral part of the strategic process in large, established firms and offers a conceptual framework to help top management assess entrepreneurial business proposals. It also examines various organization designs for structuring the relationship between entrepreneurial endeavors and the corporation.
This paper presents an intraorganizational ecological perspective on strategy making and examines how internal selection may combine with external selection to explain organizational change and survival. The perspective serves to illuminate data from a field study of the evolution of Intel Corporation's corporate strategy. The data, in turn, are used to refine and deepen the conceptual framework. Relationships between induced and autonomous strategic processes and four modes of organizational adaptation are discussed. Apparent paradoxes associated with structural inertia and strategic reorientation arguments are elucidated and several new propositions derived. The paper proposes that consistently successful organizations are characterized by top managements who spend efforts on building the induced and autonomous strategic processes as well as concerning themselves with the content of strategy; that such organizations simultaneously exercise induced and autonomous processes; and that successful reorientations in organizations are likely to have been preceded by internal experimentation and selection processes effected through the autonomous process.
Examines how major firms utilize R&D activities to create new businesses through internal corporate venturing (ICV). Using a qualitative method, this analysis was done for one large, U.S.-based high-technology firm. This firm has a new venture division, which was formed in the early 1970s. Data were obtained from the study of six major projects that were ongoing at the time of the research. This data collection included interviews with 61 firm employees involved in the projects. The key and peripheral managerial activities of the grounded process model of ICV and the flow of these activities through four venture stages are presented. The four major processes in the model are definition, impetus, strategic context determination, and structural context determination. Among the findings: It is usually the autonomous strategic initiatives of individuals at the operational level that provide the ideas for much of corporate entrepreneurship. As a result of the very autonomous nature of these initiatives, management has difficulty deciding how to deal with the new initiatives and often ignores administrative issues through the entrepreneurial process. Middle-level managers are found to play a key role in linking these autonomous initiatives to the corporate strategy of these diversified major firms. (SRD)
Examines the correlation between the exploration of new possibilities and the exploitation of old certainties in organizational learning. Also discusses the difficulty in balancing resource management between gaining new information about alternatives to improve future returns (i.e., exploration) and using information currently available to improve present returns (i.e., exploitation). Two models which evaluate the formation and use of knowledge in organizations are developed. The first is a model of mutual learning in a closed system having fixed organizational membership and stability. The second is a model which considers the ways in which competitive advantage is affected by knowledge accumulation. The analysis indicates that the choice to rapidly develop exploitation over exploration might be effective in the short term, but is potentially detrimental to the firm in the long term. (SFL)
This paper presents a model of the strategic process concerning entrepreneurial activity in large, complex organizations. Previous empirical and theoretical findings can be integrated in this new conceptual framework.
The paper makes the following key points. First, firms need both diversity and order in their strategic activities to maintain their viability. Diversity results primarily from autonomous strategic initiatives of participants at the operational level. Order results from imposing a concept of strategy on the organization. Second, managing diversity requires an experimentation-and-selection approach. Middle level managers play a crucial role in this through their support for autonomous strategic initiatives early on, by combining these with various capabilities dispersed in the firm's operating system, and by conceptualizing strategies for new areas of business. Third, top management's critical contribution consists in strategic recognition rather than planning. By allowing middle level managers to redefine the strategic context, and by being fast learners, top management can make sure that entrepreneurial activities will correspond to their strategic vision, retroactively. Fourth, strategic management at the top should be to a large extent concerned with balancing the emphasis on diversity and order over time. Top management should control the level and the rate of change rather than the specific content of entrepreneurial activity. Finally, new managerial approaches and innovative administrative arrangements are required to facilitate the collaboration between entrepreneurial participants and the organizations in which they are active.