Configuration Options for Corporate Incubators: Development of a Description Model Using the Morphological Analysis Method

Schuh, Guenther; Lau, Felix; Zimmermann, Richard; Vogt, Florian

doi:10.23919/picmet.2017.8125319

Cited by 8 publications

(3 citation statements)

References 25 publications

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“…Concerning the second research question, the existing literature is examined for the mentioning of design components of SCSCPs. In line with Schuh et al ’s (2017, p. 2) argumentation that “In order to reduce the failure rate of corporate incubators, the strategic goals of the company and the possible incubator configuration options have to be aligned to another,” the objectives set for an SCSCP closely associated with the design of the program. As most programs are implemented under a strategic objective focusing on receiving external knowledge, the design elements shall reflect this by enabling knowledge transfer for the participating actors.…”

Section: Resultsmentioning

confidence: 98%

“…The location within the organizational structure defines the degree of autonomy and its separation from the corporation (Hirte et al , 2017). The more integrated the program is into the corporate structure, the closer it is associated with other corporate units and the easier it is to create relevant connections for the knowledge transfer (Schuh et al , 2017).…”

Section: Resultsmentioning

confidence: 99%

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More than a handshake – knowledge transfer in structured corporate–startup collaboration programs

Möllmann

2022

JKM

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Purpose This paper aims to review the existing literature on structured corporate–startup collaboration programs (SCSCPs) concerning their objectives and organizational design components. The design components of the program execution are analyzed on how they impact knowledge transfer and how the extant literature on SCSCP considers the knowledge management topic. A new perspective to examine its ramifications will be discussed. Design/methodology/approach Through an integrative literature review, 103 papers on the topic of SCSCP are analyzed about references of objectives and design components of the programs. Findings The literature shows a strong focus on strategic objectives corporations pursue in implementing an SCSCP. The design components can be divided into governance mode, structural decisions, selection of ventures, program execution and follow up. Research limitations/implications The literature review shows a lack of insights into the knowledge transfer process between the corporation and the ventures. Therefore, this study suggests a practice-based, longitudinal perspective on the interaction processes that occur during the program execution of an SCSCP. Originality/value Compared to existing literature reviews, the study takes the corporation’s perspective on incubation and acceleration and reveals design components specific to the corporate forms. Furthermore, SCSCPs center around strategic value generation and the design of the programs can vary highly. It is proposed that knowledge transfer is the central aspect of corporate programs and that a practice-based perspective would enrich the research on knowledge transfer in highly complex setups like this.

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Section: Resultsmentioning

confidence: 98%

Section: Resultsmentioning

confidence: 99%

More than a handshake – knowledge transfer in structured corporate–startup collaboration programs

Möllmann

2022

JKM

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“…Over the years, many different kinds of CE units have been developed that may generally be differentiated into two categories [9]: (1) corporate ventures, which are singular entrepreneurial teams tasked to pursue a specific idea; (2) CE programs, which may be considered companies' special contact points or competence centers tasked with the creation and/or support of several entrepreneurial teams. In practice, these programs are found under the names such as corporate accelerators and incubators [10,11], startup supplier or venture client programs [12], company builders [13], or corporate venture capital units [14].…”

Section: Introductionmentioning

confidence: 99%

Why Companies Have Multiple Corporate Entrepreneurship Units

Heinzelmann

Ortt

Baltes

2022

2022 IEEE 28th International Conference on Engineering, Technology and Innovation (ICE/ITMC) &Amp; 31st International Associati

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Nowadays established companies use Corporate Entrepreneurship (CE) as a means to create discontinuous innovations. Many companies thereby even implement multiple CE units that typically involve several entrepreneurial activities. This explorative study aimed to identify the reasons why established companies implement multiple CE units concurrently. In conducting a comparative case study with eight companies from different industries, valuable insights for science and practice were gained. We provide an overview of different 11 reasons for implementing multiple CE units. This shows that the combination of CE units used by companies differs depending on the reason. It further allowed to derive general approaches of established companies to the implementation of CE units. Last, we identify the concept of cospecialization to be a central driver explaining the creation of the need to set up multiple units. We conclude by indicating implications and subjects for future research.

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Entrepreneurial Employees: A Review and Future Research Agenda

Lang

Baltes

2019

2019 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC)

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Configuration Options for Corporate Incubators: Development of a Description Model Using the Morphological Analysis Method

Cited by 8 publications

References 25 publications

More than a handshake – knowledge transfer in structured corporate–startup collaboration programs

More than a handshake – knowledge transfer in structured corporate–startup collaboration programs

Why Companies Have Multiple Corporate Entrepreneurship Units

Entrepreneurial Employees: A Review and Future Research Agenda

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