Corporate Lifecycles: Modelling the Dynamics of Innovation and Its Support Infrastructure

Koplyay, Tamas; Chillingworth, Lisa; Mitchell, B. R.

doi:10.22215/timreview/733

Cited by 6 publications

(18 citation statements)

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“…Schein (1984) also had underlined the importance of understanding the dynamic evolutionary forces effecting cultural changes. "Corporate leadership and corporate culture have to be aligned to market realities to ensure the long-term success of a firm" (Koplyay et al, 2013). Researchers have highlighted the positive impact of organizational culture on the performance of organization (Deshpandé & Farley, 2004;Deshpandé et al, 2000), and identify those organizations having a culture favouring innovativeness and creativity as the most innovative in the market (Ahmed, 1998).…”

Section: Introductionmentioning

confidence: 99%

Effects of Business Model Development Projects on Organizational Culture: A Multiple Case Study of SMEs

Santti

Eskelinen

Rajahonka

et al. 2017

Technology Innovation Management Review

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Section: Introductionmentioning

confidence: 99%

Effects of Business Model Development Projects on Organizational Culture: A Multiple Case Study of SMEs

Santti

Eskelinen

Rajahonka

et al. 2017

Technology Innovation Management Review

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“…Pesquisas indicam que muitos fundadores possuem dificuldades em gerenciar novos negócios além de seu estágio inicial (Boeker & Karichalil, 2002;. Isso acontece porque os passos essenciais para transformar uma empresa nascente numa corporação de crescimento sustentado e lucrativo não são evidentes para muitos empreendedores nesse estágio e o que é bem sucedido na fase de introdução pode não ser bem sucedido para uma empresa madura (Koplyay, Chillingworth, & Mitchell, 2013). Ou ainda porque as ideias de negócio podem encontrar limites que as impedem de alcançar a viabilidade, como limites de recursos, tecnológicos, de mercado e organizacionais .…”

Section: Justificativaunclassified

“…Desta forma, sob a perspectiva do processo de desenvolvimento organizacional, dirigir uma organização pode representar, então, um grande desafio gerencial, uma vez que à medida que as empresas são construídas, crescem e se desenvolvem o gerenciamento também precisa evoluir (Koplyay et al 2013). Esse aspecto pode ser ainda especialmente desafiador em ambientes de rápidas mudanças tecnológicas em que não são incomum as empresas se desenvolverem desde sua fundação até a maturidade também de maneira rápida (Hanks, Watson, Jansen, & Chandler, 1994).…”

Section: Justificativaunclassified

“…A dimensão "Estilo de Gestão" é um conjunto de variáveis observáveis identificadas especialmente nos estudos de Churchill e Lewis (1983) e Ainda com base na Tabela 12, identifica-se que a qual a variável EG1 apresentou maior média dentre as outras três variáveis (8,10), seguida da variável EG2 (7,36), EG4 (7,26) e, por último, a variável EG3 (5,57). Esses resultados corroboram os pressupostos de que em estágios iniciais de uma organização apesar de ser mais comum o estilo de gestão mais próximo da direção supervisionada (Churchill e Lewis, 1983) entre o empreendedor e os demais membros da empresa, à medida que as empresas são construídas, crescem e se desenvolvem o gerenciamento também precisa evoluir (Koplyay et al 2013) tornando-se mais diretivo e delegador .…”

Section: Descrição Da Dimensão "Estilo De Gestão" (De2)unclassified

“…Os sete fatores resultantes do processamento das Análises Fatoriais Exploratórias em cada uma das cinco dimensões iniciais demonstram a importância do entendimento das mudanças relacionadas ao empreendedor que acontecem no Ciclo de Vida Organizacional de uma startup, a fim de garantir a sobrevivência e o sucesso do negócio nas transformações inerentes ao seu crescimento . Eles também reforçam a aplicabilidade dessas características para observação do processo de crescimento e desenvolvimento da startup, demonstrando que os pressupostos inerentes aos estudos de Adizes (2002) em termos de "Papel do Empreendedor | Fundador", de em termos de "Estilo de Gestão" e "Tipo de Liderança", Blank e Dorf (2014), , Oliva et al (2018) Além disso, esses fatores demonstram indiretamente a importância na mudança das atividades do empreendedor e fundador no que diz respeito as mudanças na controlabilidade e flexibilidade do negócio , assim como no amadurecimento gerencial, descrito por como os desafios da mudança do papel empreendedor para o papel de CEO e no atendimento das necessidades específicas que ocorrem em cada momento do Ciclo de Vida Organizacional, o que, consequentemente, implica em mudanças nos estilos de liderança e nos focos gerenciais para se adaptar às novas realidades que as empresas encontram em seu mercado (Koplyay et al, 2013)…”

Section: Identificação Dos Fatores Relacionados à Dimensão "Foco Do Funclassified

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Análise do ciclo de vida das startups: características, agentes e riscos associados

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Marcelo, H. G. C. (2019). Startup life cycle analysis: characteristics, agents and associated risks. (Organizations are dynamic institutions that develop from various changes that occur in their structure, their processes and the behavior of the entrepreneur throughout their existence.Therefore, organizational development is a complex phenomenon that has aroused the interest of different management researchers, seeking to understand and systematize the patterns associated with these changes and, thus, provide entrepreneurs and managers with information and guidance that reduce the risk of failure and increase the business's chances of survival.However, despite the well-established specialized literature on the subject, there is still little research specially developed to describe and explain this phenomenon in startups. This is of great importance because, given that rapidly changing conditions and limited resources to which these businesses are subjected require rapid growth and transformation, making them particularly vulnerable to multiple sources of risk and, consequently, chances of failure. Thus, the general objective of this research was to present the stages of the Organizational Life Cycle of startups, identifying and describing the main factors related to the entrepreneurial and organizational perspectives, as well as the external relationship agents and the risks associated with them at each stage of the organization. Organizational Life Cycle. To achieve this objective, the assumptions inherent to the theoretical approach of the Organizational Life Cycle (CVO) were used, from the Entrepreneurial, Organizational and Corporate Risk Management perspectives. Thus, a study of quantitative approach and exploratory-descriptive character was proposed. For data collection, the survey method and two complementary questionnaires were used as research instruments. The measurement scale used in these instruments was the 11-point Likert scale. For the treatment of the data we used the techniques of Exploratory Factor Analysis and Cluster analysis. From this treatment it was possible to obtain 18 factors related to the Entrepreneurial, Organizational and GRC perspectives that identified and described the four stages obtained for the construction of the Organizational Life Cycle model of this research: Stage I -Conception and Development;Stage II -Organization and Traction; Stage III -Growth and Scale e; Stage IV -Consolidation and Transition. The behavior of each factor in the four stages obtained was analyzed. The contribution of this research was to apply a widely used approach in the specialized literature to investigate the phenomenon of organizational changes in startups, describing the behavior observed in the 18 factors formed. Thus, besides the factors related to the entrepreneur and the business, this research contributes to the academic studies about the evolution of the risks that originate from the relationship between the external agents of the startups business environment, building a management map ...

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Life cycle analysis of Brazilian startups: characteristics, intellectual capital, agents and associated risks

Couto

Oliva

Giudice

et al. 2021

JIC

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PurposeThe purpose of this paper was to present the stages of the Brazilian startups' organizational life cycle (OLC), identifying and describing the main factors related to the entrepreneurial and organizational perspectives, as well as the factors related to external relationship agents and the associated risks at each OLC stage. In addition, the variables that comprised the three perspectives above were used for a descriptive reading of the evolutionary process from the perspective of intellectual capital during the stages.Design/methodology/approachThe type of research used was quantitative with a descriptive character. For data collection, the authors have used the survey method and two complementary questionnaires were used as research tools. The measurement scale used in these instruments was the 11-point Likert scale. In total, 100 Brazilian startups registered in the STARTUPBASE and residents in São Paulo comprised the sample of this research. For the data processing, it was used the exploratory factor analysis techniques, to identify the analysis factors, and the cluster analysis, to identify the OLC stages.FindingsBased on the results obtained, four stages were identified and described to build the OLC model of this research: Stage I – conception and development; Stage II – organization and traction; Stage III – growth and scale; and Stage IV – consolidation and transition. In addition, the authors described the main lines of evidence found at each stage.Practical implicationsThis research contributes to academic studies of the OLC in startups and the evolution of risks that originate from the relationship between external agents in the business environment and startups. Thus, a management map is built, which helps entrepreneurs and managers construct these businesses since such a management map allows identifying the risks and challenges that a startup needs to overcome to grow and develop.Originality/valueThe originality of this research lies in the adaptation of the OLC approach, which is widely used in studies analyzing the growth and development of mature organizations. The authors used this adaptation to analyze the growth and development of startups in Brazil. In addition, the identification and analysis of external agents that make up the business environment, as well as the analysis of the risks, originated from the relationships between the startup and these agents, brought original and essential results and discussions, both for OLC studies and for risk analysis studies in startups.

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Corporate Lifecycles: Modelling the Dynamics of Innovation and Its Support Infrastructure

Cited by 6 publications

References 0 publications

Effects of Business Model Development Projects on Organizational Culture: A Multiple Case Study of SMEs

Effects of Business Model Development Projects on Organizational Culture: A Multiple Case Study of SMEs

Análise do ciclo de vida das startups: características, agentes e riscos associados

Life cycle analysis of Brazilian startups: characteristics, intellectual capital, agents and associated risks

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Corporate Lifecycles: Modelling the Dynamics of Innovation and Its Support Infrastructure

Cited by 6 publications

References 0 publications

Effects of Business Model Development Projects on Organizational Culture: A Multiple Case Study of SMEs

Effects of Business Model Development Projects on Organizational Culture: A Multiple Case Study of SMEs

Análise do ciclo de vida das startups: caracterí­sticas, agentes e riscos associados

Life cycle analysis of Brazilian startups: characteristics, intellectual capital, agents and associated risks

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Análise do ciclo de vida das startups: características, agentes e riscos associados