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}
Pub Date : 2019-11-07DOI: 10.1093/oxfordhb/9780190633899.013.35
Hakki Dogan Dalay, Andrea Fosfuri
Technology start-ups face tough odds in their journey to commercial success. A key consideration in entrepreneurial decision making is whether and when to find a collaboration partner, in the form of an acquirer. The same decision also applies to the other side of the table, as buyers have to decide whether and when to engage in technology acquisitions through collaborations with start-ups. This chapter looks at the literature that uncovered some of the factors around the key decision of the timing of a collaboration, with specific focus on technology start-ups that also possess patents. For start-ups possessing patents, the recent development of markets for technology offers more opportunities to engage in collaboration and bring their ideas to fruition. The chapter discusses directions for future research in the conclusion.
{"title":"Start-Ups’ Exit Strategies in the Market for Technology","authors":"Hakki Dogan Dalay, Andrea Fosfuri","doi":"10.1093/oxfordhb/9780190633899.013.35","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.35","url":null,"abstract":"Technology start-ups face tough odds in their journey to commercial success. A key consideration in entrepreneurial decision making is whether and when to find a collaboration partner, in the form of an acquirer. The same decision also applies to the other side of the table, as buyers have to decide whether and when to engage in technology acquisitions through collaborations with start-ups. This chapter looks at the literature that uncovered some of the factors around the key decision of the timing of a collaboration, with specific focus on technology start-ups that also possess patents. For start-ups possessing patents, the recent development of markets for technology offers more opportunities to engage in collaboration and bring their ideas to fruition. The chapter discusses directions for future research in the conclusion.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"1 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":"129890818","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/9780190633899.013.28
Siddharth Vedula, Casey J. Frid
Community social capital is increasingly recognized as an important regional resource for spurring entrepreneurial activity. A nascent but growing body of work has begun to link community social capital to entrepreneurship, focusing largely on outcomes such as rates of new venture creation. This chapter emphasizes ways in which community social capital can impact nascent entrepreneurship—namely, the activities founders undertake during the gestation phase before a new venture is created. It examines whether the types of activities undertaken by nascent entrepreneurs vary according to the prevalence (or absence) of community social capital within a region, and concludes with a research agenda for future work in this domain.
{"title":"Community Social Capital and the Venture Gestation Process","authors":"Siddharth Vedula, Casey J. Frid","doi":"10.1093/oxfordhb/9780190633899.013.28","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.28","url":null,"abstract":"Community social capital is increasingly recognized as an important regional resource for spurring entrepreneurial activity. A nascent but growing body of work has begun to link community social capital to entrepreneurship, focusing largely on outcomes such as rates of new venture creation. This chapter emphasizes ways in which community social capital can impact nascent entrepreneurship—namely, the activities founders undertake during the gestation phase before a new venture is created. It examines whether the types of activities undertaken by nascent entrepreneurs vary according to the prevalence (or absence) of community social capital within a region, and concludes with a research agenda for future work in this domain.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"2012 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":"133273128","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/9780190633899.013.33
R. Amit, Xu Han, C. Zott
This chapter addresses the role of collaboration in the design and operation of innovative business models in the digital era. It surveys and builds on a broad range of related literatures on collaboration and innovation to examine how collaboration affects business model innovation (BMI). The chapter suggests that collaboration within and across firms’ boundaries shapes both the design and operation stages of BMI. It contributes to the extant literature by taking the first step toward explicitly examining the link between collaboration and BMI and by incorporating the ramifications of digitization for both collaboration and BMI.
{"title":"Collaboration in Business Model Innovation","authors":"R. Amit, Xu Han, C. Zott","doi":"10.1093/oxfordhb/9780190633899.013.33","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.33","url":null,"abstract":"This chapter addresses the role of collaboration in the design and operation of innovative business models in the digital era. It surveys and builds on a broad range of related literatures on collaboration and innovation to examine how collaboration affects business model innovation (BMI). The chapter suggests that collaboration within and across firms’ boundaries shapes both the design and operation stages of BMI. It contributes to the extant literature by taking the first step toward explicitly examining the link between collaboration and BMI and by incorporating the ramifications of digitization for both collaboration and BMI.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"47 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":"123489268","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/9780190633899.013.40
J. Reuer, Sharon F. Matusik, Jessica Jones
The role of collaboration in entrepreneurship spans across different contexts, varied theoretical perspectives, and multiple units of analysis. This chapter introduces The Oxford Handbook of Entrepreneurship and Collaboration with an overview of the important role that collaboration plays in value creation, resource acquisition, and the development of entrepreneurial ventures. It is organized in two ways. First, the chapter summarizes each chapter to direct readers to the material of greatest relevance and interest to them. Second, it identifies important research questions to further push connections between the fields of entrepreneurship and interorganizational collaboration.
{"title":"The Interplay of Entrepreneurship and Collaboration","authors":"J. Reuer, Sharon F. Matusik, Jessica Jones","doi":"10.1093/oxfordhb/9780190633899.013.40","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.40","url":null,"abstract":"The role of collaboration in entrepreneurship spans across different contexts, varied theoretical perspectives, and multiple units of analysis. This chapter introduces The Oxford Handbook of Entrepreneurship and Collaboration with an overview of the important role that collaboration plays in value creation, resource acquisition, and the development of entrepreneurial ventures. It is organized in two ways. First, the chapter summarizes each chapter to direct readers to the material of greatest relevance and interest to them. Second, it identifies important research questions to further push connections between the fields of entrepreneurship and interorganizational collaboration.","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":"126933110","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/9780190633899.013.3
Serghei Musaji, J. D. Castro
Despite the continuous interest in studying entrepreneurial teams, the relationship between team composition and, particularly, team diversity and performance remains fertile ground for active debate. Taking roots in the knowledge-based view and organizational learning literatures, this chapter argues that performance in entrepreneurial teams is contingent on (a) the overlap between team members’ knowledge/competences and the content of the performed tasks, (b) the duplication of the team members’ knowledge in the areas with that content, (c) the nature of tasks (exploration or exploitation), (d) the team’s flexibility to adapt to changes in the content and nature of those tasks, and (e) the rate of environmental change. Because an important source of ambiguity in the understanding of how team diversity and performance are linked ties to issues of how team diversity is conceptualized and operationalized, the chapter also proposes a new way of looking at diversity in future research.
{"title":"The Contingent Effect of Team Composition on the Performance of Entrepreneurial Teams","authors":"Serghei Musaji, J. D. Castro","doi":"10.1093/oxfordhb/9780190633899.013.3","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.3","url":null,"abstract":"Despite the continuous interest in studying entrepreneurial teams, the relationship between team composition and, particularly, team diversity and performance remains fertile ground for active debate. Taking roots in the knowledge-based view and organizational learning literatures, this chapter argues that performance in entrepreneurial teams is contingent on (a) the overlap between team members’ knowledge/competences and the content of the performed tasks, (b) the duplication of the team members’ knowledge in the areas with that content, (c) the nature of tasks (exploration or exploitation), (d) the team’s flexibility to adapt to changes in the content and nature of those tasks, and (e) the rate of environmental change. Because an important source of ambiguity in the understanding of how team diversity and performance are linked ties to issues of how team diversity is conceptualized and operationalized, the chapter also proposes a new way of looking at diversity in future research.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"19 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":"121932914","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 : 2019-11-01DOI: 10.1093/oxfordhb/9780190633899.013.5
T. Elfring, W. Hulsink
Entrepreneurs are active networkers; network connections change over time, new contacts are added, and others are dropped. Entrepreneurial networking is an integral part of entrepreneurial processes and can be a strategic and goal-oriented response to resource requirements; it can also be effectual and driven by an individual and collective desire to meet and interact. This chapter examines how entrepreneurs change their network and use a variety of actions and strategies to engage with friends, family, partners, and strangers. Although entrepreneurial networking in part is driven by critical events and crises as triggers, individual differences in motivation and ability also affect the way entrepreneurs respond and use networking in an uncertain and challenging environment.
{"title":"Dynamic Networking by Entrepreneurs","authors":"T. Elfring, W. Hulsink","doi":"10.1093/oxfordhb/9780190633899.013.5","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.5","url":null,"abstract":"Entrepreneurs are active networkers; network connections change over time, new contacts are added, and others are dropped. Entrepreneurial networking is an integral part of entrepreneurial processes and can be a strategic and goal-oriented response to resource requirements; it can also be effectual and driven by an individual and collective desire to meet and interact. This chapter examines how entrepreneurs change their network and use a variety of actions and strategies to engage with friends, family, partners, and strangers. Although entrepreneurial networking in part is driven by critical events and crises as triggers, individual differences in motivation and ability also affect the way entrepreneurs respond and use networking in an uncertain and challenging environment.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121081279","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 : 2019-08-12DOI: 10.1093/oxfordhb/9780190633899.013.37
K. Sandholtz, W. Powell
This chapter examines entrepreneurs who carry ideas, technologies, values, and assumptions between previously unrelated spheres of economic or cultural activity and, in the process, change the existing order of things. The chapter labels such individuals amphibious entrepreneurs and explores their characteristics via four case studies. Their stories suggest a distinct species within the genus of entrepreneur: more pragmatic than heroic, and as likely to invent by not knowing any better as by calculative creation. The chapter discusses their role in creating interstitial spaces, contrasts them with other boundary-spanning actors, and identifies directions for future research at the intersection of social history and entrepreneurship.
{"title":"Amphibious Entrepreneurs and the Origins of Invention","authors":"K. Sandholtz, W. Powell","doi":"10.1093/oxfordhb/9780190633899.013.37","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.37","url":null,"abstract":"This chapter examines entrepreneurs who carry ideas, technologies, values, and assumptions between previously unrelated spheres of economic or cultural activity and, in the process, change the existing order of things. The chapter labels such individuals amphibious entrepreneurs and explores their characteristics via four case studies. Their stories suggest a distinct species within the genus of entrepreneur: more pragmatic than heroic, and as likely to invent by not knowing any better as by calculative creation. The chapter discusses their role in creating interstitial spaces, contrasts them with other boundary-spanning actors, and identifies directions for future research at the intersection of social history and entrepreneurship.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"122 1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124522401","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 : 2019-08-12DOI: 10.1093/oxfordhb/9780190633899.013.31
Jiangze Bian, R. Katila
Asymmetric partnerships—partnerships between small entrepreneurial and large established firms—are categorically distinct from large–large firm partnerships but have received considerably less scholarly attention. This chapter provides an overview of the literature on asymmetric partnerships by reviewing studies in the fields of organizational theory, strategy, and entrepreneurship. It identifies three literature streams: antecedents of asymmetric partnership formation, process dynamics and management of asymmetric partnerships, and the performance consequences on firms involved in asymmetric partnerships. The chapter reviews each stream’s major studies, summarizes and synthesizes the empirical findings and theoretical insights, and identifies future directions. To advance the literature, the chapter discusses research opportunities, highlighting fertile avenues such as field-based research to examine the evolving nature of asymmetric partnerships and the organizational black box of partnership management, and quantitative research to strengthen causal identification.
{"title":"Asymmetric Partnerships","authors":"Jiangze Bian, R. Katila","doi":"10.1093/oxfordhb/9780190633899.013.31","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.31","url":null,"abstract":"Asymmetric partnerships—partnerships between small entrepreneurial and large established firms—are categorically distinct from large–large firm partnerships but have received considerably less scholarly attention. This chapter provides an overview of the literature on asymmetric partnerships by reviewing studies in the fields of organizational theory, strategy, and entrepreneurship. It identifies three literature streams: antecedents of asymmetric partnership formation, process dynamics and management of asymmetric partnerships, and the performance consequences on firms involved in asymmetric partnerships. The chapter reviews each stream’s major studies, summarizes and synthesizes the empirical findings and theoretical insights, and identifies future directions. To advance the literature, the chapter discusses research opportunities, highlighting fertile avenues such as field-based research to examine the evolving nature of asymmetric partnerships and the organizational black box of partnership management, and quantitative research to strengthen causal identification.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128857772","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 : 2019-08-12DOI: 10.1093/oxfordhb/9780190633899.013.36
Benjamin Gomes-Casseres
This chapter synthesizes ideas from the fields of entrepreneurship and collaboration. It builds on Joseph Schumpeter’s definition of entrepreneurship as the “making of new combinations.” This view is extended with modern concepts from the resource-based view of the firm, from organizational economics, and from industrial organization. The chapter explores three broad questions: how joint value is created in business combinations, how collaboration is governed, and how value created jointly is shared. These questions define the “remix strategy,” defined as the use of mergers, alliances, and joint ventures to create value. Suggestions for future research are noted throughout.
{"title":"Entrepreneurship Through Mergers and Alliances","authors":"Benjamin Gomes-Casseres","doi":"10.1093/oxfordhb/9780190633899.013.36","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780190633899.013.36","url":null,"abstract":"This chapter synthesizes ideas from the fields of entrepreneurship and collaboration. It builds on Joseph Schumpeter’s definition of entrepreneurship as the “making of new combinations.” This view is extended with modern concepts from the resource-based view of the firm, from organizational economics, and from industrial organization. The chapter explores three broad questions: how joint value is created in business combinations, how collaboration is governed, and how value created jointly is shared. These questions define the “remix strategy,” defined as the use of mergers, alliances, and joint ventures to create value. Suggestions for future research are noted throughout.","PeriodicalId":104025,"journal":{"name":"The Oxford Handbook of Entrepreneurship and Collaboration","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130519781","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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