Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.29
M. Wright
This chapter explores the ownership heterogeneity of collaboration in entrepreneurial ventures over time. First, it adopts a temporal perspective to examine two aspects of traditional entrepreneurial start-up activities: the evolution of collaboration in the entrepreneurial team in a particular venture over time and the evolution of collaboration as habitual entrepreneurs develop the portfolio of ventures they own over time. Second, it takes a temporal view to examine the nature of collaboration in entrepreneurial ventures in different environmental contexts, specifically, academic spin-offs, secondary management buyouts/buy-ins, and returnee entrepreneurs. These contexts represent cases where the nature and challenges of collaboration may be quite distinct from that in traditional commercial start-up ventures in developed economies. Third, it examines the temporal dimensions of collaboration in different forms of the financing of entrepreneurial ventures. A final discussion section considers directions for future research.
{"title":"Temporality and Collaboration in Entrepreneurial Ownership and Finance","authors":"M. Wright","doi":"10.1093/oxfordhb/9780190633899.013.29","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.29","url":null,"abstract":"This chapter explores the ownership heterogeneity of collaboration in entrepreneurial ventures over time. First, it adopts a temporal perspective to examine two aspects of traditional entrepreneurial start-up activities: the evolution of collaboration in the entrepreneurial team in a particular venture over time and the evolution of collaboration as habitual entrepreneurs develop the portfolio of ventures they own over time. Second, it takes a temporal view to examine the nature of collaboration in entrepreneurial ventures in different environmental contexts, specifically, academic spin-offs, secondary management buyouts/buy-ins, and returnee entrepreneurs. These contexts represent cases where the nature and challenges of collaboration may be quite distinct from that in traditional commercial start-up ventures in developed economies. Third, it examines the temporal dimensions of collaboration in different forms of the financing of entrepreneurial ventures. A final discussion section considers directions for future research.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"117 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116895792","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.39
Elena Kulchina
Founding and operating a firm is a collaborative process, but still little is known about the nature of collaboration between entrepreneurs and other members of the new-venture team, particularly key employees. For example, traditional entrepreneurship literature believed that founders always run their start-ups personally, at least in the early years of operation. However, recent empirical studies suggest that a significant share of founders hire CEOs for their start-ups at the time of founding or soon thereafter. This chapter explores what motivates founders to delegate managerial control to a hired agent, how founders choose their managers, and how they govern relationships with their CEOs.
{"title":"Collaboration Inside the Firm","authors":"Elena Kulchina","doi":"10.1093/oxfordhb/9780190633899.013.39","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.39","url":null,"abstract":"Founding and operating a firm is a collaborative process, but still little is known about the nature of collaboration between entrepreneurs and other members of the new-venture team, particularly key employees. For example, traditional entrepreneurship literature believed that founders always run their start-ups personally, at least in the early years of operation. However, recent empirical studies suggest that a significant share of founders hire CEOs for their start-ups at the time of founding or soon thereafter. This chapter explores what motivates founders to delegate managerial control to a hired agent, how founders choose their managers, and how they govern relationships with their CEOs.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"1 ","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"113982600","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.8
Suho Han, Sae Young Lee, Melissa E. Graebner
Despite the prevalence of spousal, sibling, and parent–child ties within venture founding teams, little research has examined how family relationships among founders influence early entrepreneurial processes. This chapter explores how family relationships within founding teams influence internal and external collaboration. Within the firm, the chapter focuses on collaboration issues related to recruitment, changes in the management team, and strategic decision making. Beyond the firm’s boundaries, the chapter focuses on collaboration with external investors, strategic partners, potential acquirers, and post–initial public offering stakeholders. It draws upon the literatures on family businesses and high-growth new ventures to explore how family ties may influence collaboration processes over three broad stages of venture development: seed, commercialization, and growth and exit. The chapter concludes by highlighting unanswered research questions and by identifying relevant methodologies, settings, and data sources with which to address these gaps.
{"title":"Family Founding Teams, Internal and External Collaboration, and New Venture Growth","authors":"Suho Han, Sae Young Lee, Melissa E. Graebner","doi":"10.1093/oxfordhb/9780190633899.013.8","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.8","url":null,"abstract":"Despite the prevalence of spousal, sibling, and parent–child ties within venture founding teams, little research has examined how family relationships among founders influence early entrepreneurial processes. This chapter explores how family relationships within founding teams influence internal and external collaboration. Within the firm, the chapter focuses on collaboration issues related to recruitment, changes in the management team, and strategic decision making. Beyond the firm’s boundaries, the chapter focuses on collaboration with external investors, strategic partners, potential acquirers, and post–initial public offering stakeholders. It draws upon the literatures on family businesses and high-growth new ventures to explore how family ties may influence collaboration processes over three broad stages of venture development: seed, commercialization, and growth and exit. The chapter concludes by highlighting unanswered research questions and by identifying relevant methodologies, settings, and data sources with which to address these gaps.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"105 3","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120842228","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.38
Lyda Bigelow, Jennifer W. Kuan, Kyle J. Mayer
Regional differences among industry clusters have long been a puzzle, especially when performance differences are significant. This chapter examines the case of venture capital investing, in which Silicon Valley differs from the rest of the world despite attempts to imitate its model. The point of entry in this chapter is the contract between venture capitalist and entrepreneur. Although such contracts have been analyzed in other research, this chapter argues that the psychological effects of different contract styles are of primary importance to innovative outcomes of entrepreneurial ventures. Thus, it argues that regulatory focus theory, which considers the psychological effects of contracting, is essential to understanding differences in practice and outcomes in venture capital clusters.
{"title":"Collaboration Among Silicon Valley Venture Capitalists","authors":"Lyda Bigelow, Jennifer W. Kuan, Kyle J. Mayer","doi":"10.1093/oxfordhb/9780190633899.013.38","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.38","url":null,"abstract":"Regional differences among industry clusters have long been a puzzle, especially when performance differences are significant. This chapter examines the case of venture capital investing, in which Silicon Valley differs from the rest of the world despite attempts to imitate its model. The point of entry in this chapter is the contract between venture capitalist and entrepreneur. Although such contracts have been analyzed in other research, this chapter argues that the psychological effects of different contract styles are of primary importance to innovative outcomes of entrepreneurial ventures. Thus, it argues that regulatory focus theory, which considers the psychological effects of contracting, is essential to understanding differences in practice and outcomes in venture capital clusters.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121489864","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.16
C. Lechner, Birthe Soppe, Karolina Heggli
Although interfirm collaborations between entrepreneurial firms and established partners have become ubiquitous in organizational and business life, academic research on collaborations between start-ups and large industry leaders has only received limited attention. Such collaborations are also known as “asymmetric” or “unbalanced” relationships. The purpose of this chapter is to provide a systematic literature review of the current state of research on collaborations between entrepreneurial and large firms. In particular, the chapter identifies several benefits and risks involved for entrepreneurial firms and uses the findings of the literature review as a springboard to provide a roadmap for future research on this timely topic.
{"title":"Collaborating With Larger Partners","authors":"C. Lechner, Birthe Soppe, Karolina Heggli","doi":"10.1093/oxfordhb/9780190633899.013.16","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.16","url":null,"abstract":"Although interfirm collaborations between entrepreneurial firms and established partners have become ubiquitous in organizational and business life, academic research on collaborations between start-ups and large industry leaders has only received limited attention. Such collaborations are also known as “asymmetric” or “unbalanced” relationships. The purpose of this chapter is to provide a systematic literature review of the current state of research on collaborations between entrepreneurial and large firms. In particular, the chapter identifies several benefits and risks involved for entrepreneurial firms and uses the findings of the literature review as a springboard to provide a roadmap for future research on this timely topic.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124170300","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.11
W. Hesterly, Jenny Smith
This chapter argues that reliance on either contracts or trust poses problems for many entrepreneurial firms in both the search for and the selection of potential alliance partners and in the governance of alliances once they have begun. Although effective contracts and trust are both desirable, this chapter notes that it is likely that entrepreneurial firms must often proceed with alliances in the absence of both conditions. It draws on a small but provocative body of research in the strategy field that examines the role of heuristics in strategy. It reviews three different approaches to heuristics and how they might apply generally to the understanding of alliances. The chapter focuses particularly on what it labels as deliberate heuristics and suggests different mechanisms by which entrepreneurs might develop such heuristics. It concludes by exploring several research questions that might enhance the understanding of the role of heuristics in the interfirm collaborations of entrepreneurial firms.
{"title":"The Role of Heuristics in Alliance Collaboration for Entrepreneurial Firms","authors":"W. Hesterly, Jenny Smith","doi":"10.1093/oxfordhb/9780190633899.013.11","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.11","url":null,"abstract":"This chapter argues that reliance on either contracts or trust poses problems for many entrepreneurial firms in both the search for and the selection of potential alliance partners and in the governance of alliances once they have begun. Although effective contracts and trust are both desirable, this chapter notes that it is likely that entrepreneurial firms must often proceed with alliances in the absence of both conditions. It draws on a small but provocative body of research in the strategy field that examines the role of heuristics in strategy. It reviews three different approaches to heuristics and how they might apply generally to the understanding of alliances. The chapter focuses particularly on what it labels as deliberate heuristics and suggests different mechanisms by which entrepreneurs might develop such heuristics. It concludes by exploring several research questions that might enhance the understanding of the role of heuristics in the interfirm collaborations of entrepreneurial firms.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"250 ","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"113999845","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.20
Sharon F. Matusik, Jessica Jones
Crowdfunding has become a major consideration for individuals looking to fund their ideas, endeavors, and businesses. This phenomenon raises interesting questions for management scholars, such as what theories help to explain the nuance of crowdfunding as a form of entrepreneurial financing. With regard to what leads to crowdfunding campaign success, this chapter argues that there are mixed motives associated with contributing to these campaigns, and theoretical dynamics vary according to these different motives. The chapter also notes two fundamental differences of crowdfunding from more traditional means of funding early-stage ventures: the nature of engagement and preference toward product or person. Drawing on theory related to capabilities, the chapter identifies conditions under which crowdfunding is likely to be more and less advantageous based on these two dimensions. In summary, it provides a model that explains important sources of heterogeneity (i.e., motives) and homogeneity (i.e., diffused engagement and product lock-in) within the crowdfunding phenomenon that add nuance to theory in the entrepreneurial financing literature.
{"title":"The Crowdfunding Paradigm","authors":"Sharon F. Matusik, Jessica Jones","doi":"10.1093/oxfordhb/9780190633899.013.20","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.20","url":null,"abstract":"Crowdfunding has become a major consideration for individuals looking to fund their ideas, endeavors, and businesses. This phenomenon raises interesting questions for management scholars, such as what theories help to explain the nuance of crowdfunding as a form of entrepreneurial financing. With regard to what leads to crowdfunding campaign success, this chapter argues that there are mixed motives associated with contributing to these campaigns, and theoretical dynamics vary according to these different motives. The chapter also notes two fundamental differences of crowdfunding from more traditional means of funding early-stage ventures: the nature of engagement and preference toward product or person. Drawing on theory related to capabilities, the chapter identifies conditions under which crowdfunding is likely to be more and less advantageous based on these two dimensions. In summary, it provides a model that explains important sources of heterogeneity (i.e., motives) and homogeneity (i.e., diffused engagement and product lock-in) within the crowdfunding phenomenon that add nuance to theory in the entrepreneurial financing literature.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117050299","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.15
Timothy Kuhn, Dana Marshall
This chapter pursues a novel conception of communication to highlight the collaborative processes associated with entrepreneurship. In contrast to a representational stance in which information dissemination is emphasized, this chapter presents a constitutive/dialogic approach to communication. This latter orientation portrays communication as an ongoing process that creates, recreates, and transforms meanings—and, in so doing, constitutes individuals, organizations, and the social worlds they inhabit. Though the representational stance has dominated entrepreneurship scholarship, this chapter presents three foci of research on entrepreneurship and collaboration to illustrate the constitution of contemporary entrepreneurs’ identities, entrepreneurial ecosystems, and entrepreneurial ventures. Based on the review, the chapter suggests that future entrepreneurship and collaboration research both engages with communication as constitution of organization (CCO) theorizing and explores the increasingly globalized character of entrepreneurial organizing.
{"title":"The Communicative Constitution of Entrepreneurship","authors":"Timothy Kuhn, Dana Marshall","doi":"10.1093/oxfordhb/9780190633899.013.15","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.15","url":null,"abstract":"This chapter pursues a novel conception of communication to highlight the collaborative processes associated with entrepreneurship. In contrast to a representational stance in which information dissemination is emphasized, this chapter presents a constitutive/dialogic approach to communication. This latter orientation portrays communication as an ongoing process that creates, recreates, and transforms meanings—and, in so doing, constitutes individuals, organizations, and the social worlds they inhabit. Though the representational stance has dominated entrepreneurship scholarship, this chapter presents three foci of research on entrepreneurship and collaboration to illustrate the constitution of contemporary entrepreneurs’ identities, entrepreneurial ecosystems, and entrepreneurial ventures. Based on the review, the chapter suggests that future entrepreneurship and collaboration research both engages with communication as constitution of organization (CCO) theorizing and explores the increasingly globalized character of entrepreneurial organizing.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129439361","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.7
Martin Ganco, Florence Honoré, Joseph Raffiee
This chapter provides a review of the scholarly literature on entrepreneurial teams and team formation. It pays special attention to two emerging areas of research that present many promising opportunities for future work. First, the chapter discusses the role of resource transfer in the context of start-up firms. It argues that an understanding of the antecedents and consequences of the founding process would be significantly advanced by more explicit theorizing and effort to empirically identify the specific types of resources entrepreneurial team members bring to start-up firms. It highlights one recent advancement in this space—work that has focused on a team’s ability to transfer customer and client relationships from the parent to start-up firms—and provides an outline of open research questions in this realm. Second, the chapter provides a primer on a recent methodological advancement—the use of two-sided assortative matching models—that can be applied to entrepreneurial team assembly to alleviate ongoing concerns that team formation is fundamentally an endogenous process. It demonstrates how these models can be applied using a wide variety of founder, cofounder, and early team member attributes, including an individual’s ability to transfer customer relationships. Importantly, it proposes that synergies emerging from the use of two-sided assortative matching models to study a broader set of team member attributes that include resource transfer will open promising new avenues for future research.
{"title":"Entrepreneurial Team Assembly","authors":"Martin Ganco, Florence Honoré, Joseph Raffiee","doi":"10.1093/oxfordhb/9780190633899.013.7","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.7","url":null,"abstract":"This chapter provides a review of the scholarly literature on entrepreneurial teams and team formation. It pays special attention to two emerging areas of research that present many promising opportunities for future work. First, the chapter discusses the role of resource transfer in the context of start-up firms. It argues that an understanding of the antecedents and consequences of the founding process would be significantly advanced by more explicit theorizing and effort to empirically identify the specific types of resources entrepreneurial team members bring to start-up firms. It highlights one recent advancement in this space—work that has focused on a team’s ability to transfer customer and client relationships from the parent to start-up firms—and provides an outline of open research questions in this realm. Second, the chapter provides a primer on a recent methodological advancement—the use of two-sided assortative matching models—that can be applied to entrepreneurial team assembly to alleviate ongoing concerns that team formation is fundamentally an endogenous process. It demonstrates how these models can be applied using a wide variety of founder, cofounder, and early team member attributes, including an individual’s ability to transfer customer relationships. Importantly, it proposes that synergies emerging from the use of two-sided assortative matching models to study a broader set of team member attributes that include resource transfer will open promising new avenues for future research.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127640540","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.14
Peter G. Klein, Mark D. Packard, Karen Schnatterly
This chapter looks inside the firm at how organizational design affects collaboration in pursuit of corporate entrepreneurship or “intrapreneurship.” It shows how the intrafirm “marketplace” of ideas, employees, and resources can be strategically configured to encourage or inhibit collaborative innovation. The chapter focuses on the key structural dimensions of autonomy, sponsorship, and incentives. Complementarities between these dimensions create spillover effects that produce unique innovation outcomes by mitigating barriers to collaboration such as knowledge problems, resource constraints, and employee motivation. Illustrating configurations of these dimensions with company examples, the chapter shows how organizational design affects intrapreneurship and offers suggestions on how firms might strategically align their organizational structure with their intrapreneurial strategy.
{"title":"Collaborating for Innovation","authors":"Peter G. Klein, Mark D. Packard, Karen Schnatterly","doi":"10.1093/oxfordhb/9780190633899.013.14","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.14","url":null,"abstract":"This chapter looks inside the firm at how organizational design affects collaboration in pursuit of corporate entrepreneurship or “intrapreneurship.” It shows how the intrafirm “marketplace” of ideas, employees, and resources can be strategically configured to encourage or inhibit collaborative innovation. The chapter focuses on the key structural dimensions of autonomy, sponsorship, and incentives. Complementarities between these dimensions create spillover effects that produce unique innovation outcomes by mitigating barriers to collaboration such as knowledge problems, resource constraints, and employee motivation. Illustrating configurations of these dimensions with company examples, the chapter shows how organizational design affects intrapreneurship and offers suggestions on how firms might strategically align their organizational structure with their intrapreneurial strategy.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114379236","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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