Rapid technological developments make firms favor the creation of new approaches to technology management. Startups can offer large firms access to new technologies and the emphasis on ...corporate-startup collaboration has therefore reached a new level. Many models exist and co-location is one of these. While co-location in the context of clusters and innovation systems has been studied in previous literature, research on corporate-startup co-location is very limited. The purpose of this paper is to investigate the broader phenomenon of business co-location and based on this review, suggest a framework and metrics to evaluate the effects of corporate-startup co-location. The paper originates from earlier conducted studies on corporate-startup collaboration models. For this paper a literature review on the broader phenomenon of business co-location is conducted. The theoretical contribution is a proposed multi-stakeholder framework and metrics for evaluating the effects of corporate-startup co-location.
Rapid technological developments make firms favor the creation of new approaches to corporate entrepreneurship and technology management. One approach, corporate-startup collaboration has reached a ...new level in the 21st Century and many different models currently exist as a result. However, research on how to evaluate the effects of those collaboration models is limited, and in some cases, non-existent. The purpose of this paper is to test if an analytical framework developed for measuring the results from corporate-startup co-location, also could be useful for measuring the results of other types of corporate-startup collaboration models. The framework is tested through the lens of the corporation and the collaboration unit. The empirical study includes 10 cases, representing five different corporate-startup models. The finding was that the analytical framework is useful in planning, analyzing and follow- up the results of many different corporate-startup collaboration models.
Start-up collaboration units (SCUs) are organizational units specifically created by large companies to facilitate collaboration with start-ups within their corporate innovation ecosystems (CIEs). ...The purpose of this study is to analyze the role of SCUs with reference to the transfer of knowledge between start-ups and large companies in collaborative innovation projects. An embedded case study was undertaken with three large original equipment manufacturers (OEMs) in the automotive sector. Interviews were conducted with managers of the three OEMs, of the intermediaries they collaborate with, and of the start-ups involved. Data were systematically coded and analyzed. The main barriers to knowledge exchange in partnerships between large companies and start-ups were identified, i.e. mismatches in the interpretation of knowledge and mismatches in the expectations of the partners. In addition, strategies have been identified that can be used by SCUs to facilitate knowledge flows, namely building networks, integrating communication, knowledge elicitation, orchestrating dialog, thinking outside the box, and increasing agility. This study is one of the first to focus on SCUs. It contributes to understanding collaborative innovation processes involving start-ups by studying the knowledge-broker role played by SCUs in the complex network of actors (large companies, start-ups, innovation intermediaries, public institutions) that make up a CIE.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
Abstract
In an age of digital transformation, startup collaboration as an avenue for corporate innovation has increased in importance. However, the diffusion of corporate-startup collaboration ...models, to and within firms, is not well researched. The purpose of this article is to view a corporate-startup collaboration model as an organizational innovation and thereby, by using an established framework for the diffusion of innovations on a real case, "FirstBuild", improve our understanding of how this type of organizational innovation is diffused to and within firms. The theoretical contribution of the article is to be the first study to investigate the diffusion of a corporate-startup collaboration model and thereby fill an existing knowledge gap on how this type of innovation is diffused to and within a firm. This is of relevance for both corporations as well as policy makers in an ongoing digital transformation of countries and their large firms.
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IZUM, KILJ, NUK, PILJ, SAZU, UL, UM, UPUK
Purpose
The purpose and theoretical contributions of this paper are to improve current knowledge on culture's role in firms' digital transformation, as well as to identify and add a cultural “digital ...maturity” lens to well-known, already actionable frameworks for the digital transformation of firms.
Design/methodology/approach
To increase current knowledge on culture's role in firms' digital transformation, as well as to identify and add a cultural “digital maturity” lens to well-known and actionable frameworks for the digital transformation of firms, a multi-step approach was chosen, including both literature reviews as well as a qualitative study of one company case.
Findings
Early generations of digital transformation frameworks, mainly from the field of information systems (IS), did not take into consideration firms' culture. More recent research in the fields of management and organization, however, emphasizes the role of culture and key cultural attributes favorable for a digital transformation. By integrating key findings on digital transformation from these research fields, a multi-disciplinary framework could be presented, allowing any organization to plan, organize and monitor a digital transformation from three essential lenses: technical (processes and actions for transforming), social (transformation of norms and behavior) and macro (transformation of the perception of the outside world).
Research limitations/implications
Only one case study was included in this study. The developed multi-disciplinary framework needs to be tested in more cases.
Practical implications
Practitioners can use the new integrated framework above for evaluating the conditions for, and the progression of a digital transformation, by using the developed framework and by applying the three lenses.
Social implications
Originality/value
The paper contributes a new multi-disciplinary integrated framework for the digital transformation of enterprises and a further understanding of the impact of culture in the transformation of the firm.
PurposeCorporations' emphasis on startup collaboration for corporate innovation has reached a new level in the context of digital transformation. The purpose of this paper is to examine three ...different models of corporate-startup collaboration and the models' effects on the case companies' capabilities for, and actual outcome in regards to their business transformations.Design/methodology/approachThe theory and case studies on corporate-startup collaboration models are based on several years' empirical study on 30+ multi-national corporations in the Western world. Further, iterative literature reviews on digital and business transformation have been conducted, leading to the identification of two different, but complementing frameworks used to analyze each case's capabilities and outcome in regards to business transformation.FindingsCollaboration with startups was found to positively affect the firms' business transformation. Further, the three-step analytical process is a valuable path to better understand, and improve, the cases' capability for, and outcome in regards to their business transformations.Research limitations/implicationsThe paper includes three case studies and a new process for analyzing their effects on capabilities for, and actual outcome in regards to business transformation. More research is needed, both on cases and on how to refine the analytical process.Practical implicationsThe practical contributions from this paper are the in-depth description of the three operational cases, as well as insights on how each model's set up (approach) can affect both capabilities for, but also level of business transformation. As a result, a company might need a portfolio of different startup collaboration initiatives in order to manage a more holistic transformation of their business.Originality/valueThe paper's main theoretical and practical contributions are further knowledge on organizations and organizational practices for corporate-startup collaboration, as well as a three-step process for analyzing each case's effect on the respective firm's capabilities for, and actual outcome in regards to business transformation.
PurposeThe digitization process has increased the pressure on large firms to transform. However, current frameworks on digital transformation are not well explaining what factors contribute to, or ...hinder, a firm's digital transformation. Innovation diffusion theories could complement existing frameworks, and for this reason, the purpose of this paper is to expand the existing body of knowledge on what contributes to, or hinders, an industrial firm's digital transformation by applying a validated framework based on innovation diffusion theories on two pioneer cases: General Electric and Siemens EHR/Health Services.Design/methodology/approachThe framework used in this paper is based on several years' empirical studies and iterative literature reviews on innovation diffusion theories. Further, each use case is based on literature reviews and unique empirical data, collected by the authors of this paper as a result of taking active part of respective company's multi-years transformation.FindingsCommon drivers of, and clear inhibitors to the two firms' transformation, were identified. The innovation diffusion framework was found to work very well in identifying those factors.Research limitations/implicationsThe implications are that researchers better can analyze/explain a digital transformation of a firm, and business managers can better plan or improve their firms' transformation processes.Originality/valueThe theoretical contributions of this paper are two: first, complement existing frameworks with a validated framework for innovation diffusion; second, provide an extension of our body of knowledge on factors that contributes to, or hinders, industrial firm's digital transformation.
International acquisitions of large, well-established western organizations by Chinese companies are now common. The cultural differences between the actors are often critical amid these processes. ...However, they can also be an opportunity for transformation and renewal for the acquired businesses. Regarding the dimension of organizational culture, this article analyzes the transformation of a 100-year-old American firm, General Electric Appliances (GEA), after its acquisition by the Chinese multinational company Haier. As a result, the company went from a nonrevenue growth business to a double-digit growth company in only 5 years. To study this transformation, we apply a cultural analysis framework based on Edgar and Peter Schein’s work. This article contributes to the debate on corporate cultural analysis in the context of international acquisitions by providing managers and scholars with a detailed account of GEA’s transformation.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
Purpose
Corporate-startup collaboration is an opportunity for inter-organizational learning. This paper aims to develop an empirically grounded typology to guide researchers and managers in choosing ...a model that is coherent with the underlying learning processes.
Design/methodology/approach
The empirical research consisted of three phases. First, 30 large companies were interviewed to identify different models of interaction. Second, eight different models and cases were selected, and a list of key characteristics of each model was drawn based on the empirical data, obtaining a first typology. Third, the typology was tested, improved and validated on nine corporations.
Findings
The main result of the study is an empirically grounded typology of models for corporate-startup interaction and inter-organizational learning. Six dimensions distinguish each model from the others.
Research limitations/implications
The paper contributes to extend the literature on inter-organizational learning through different models of corporate-startups interaction. It also contributes to organizational ambidexterity theory, showing how collaboration with startups can improve exploitation and exploration.
Practical implications
The typology provides an instrument for analyzing and selecting operational models for corporate-startup collaboration and learning. The models can be modified or broadened, creating new hybrids.
Originality/value
The paper presents a novel way of looking at corporate-startup relations by studying them through the lens of organizational learning theory. It explains the existence of different inter-organizational arrangements and provides guidance in selecting the correct model.
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