Samenvatting
Summary all podcasts & articles Innovation strategies of Firms and Entrepreneurs
- Instelling
- Universiteit Utrecht (UU)
This document contains a summary of all podcasts and articles.
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ContentsPodcast 1: Innovation journey ................................................................................................................ 3
Article 1.1: Van de Ven 2017: innovation journey .............................................................................. 3
Podcast 2: incubation .............................................................................................................................. 4
Article 2.1: van Weele et al. 2017: incubator assertiveness ............................................................... 4
Podcast 3: Types of innovation ............................................................................................................... 6
Article 3.1: Meesus & Edquist: architectural innovation .................................................................... 6
Article 3.2: Francis & Bessant 2005: dimensions of innovation space (4Ps) ....................................... 8
Article 3.3: Hopp et al 2018: disruptive innovation ............................................................................ 9
Podcast 4: Business model .................................................................................................................... 10
Podcast 5: Routines, dynamic capabilities and slack ............................................................................ 12
Article 5.1: Teece 2012: organisational routines and capabilities .................................................... 12
Article 5.2: Näslund 1964: organisational slack ................................................................................ 13
Article 5.3: Chandy & Tellis 2000: incumbent’s curse ....................................................................... 13
Podcast 6: Team roles etc. .................................................................................................................... 16
Article 6.1: Goleman 2000: leadership styles .................................................................................... 16
Article 6.2: Bass 1990: transactional & transformational leadership ............................................... 19
Article 6.3: Klotz et al. 2014: new venture teams ............................................................................. 19
Podcast 7: Resource based view (RBV) ................................................................................................. 21
Article 7.1: Barney 1991: RBV & VRIN ............................................................................................... 21
Podcast 8: First mover advantages ....................................................................................................... 24
Article 8.1: Lieberman & Montgomery 1988: FMA ........................................................................... 24
Article 8.2: Suarez & Lanzolla 2007: FMA and environment ............................................................. 25
Podcast 9: Intellectual property ............................................................................................................ 27
Podcast 10: Collaboration and open innovation ................................................................................... 29
Article 10.1: Van Rijnsoever et al. 2017: strategies for gaining knowledge ...................................... 29
Article 10.2: Chesbourgh 2003: open innovation.............................................................................. 30
Article 10.3: Laursen & Salter 2006: innovation as a search process................................................ 32
Podcast 11: Innovation networks .......................................................................................................... 33
Article 11.1: Bosma 2005: proximity ................................................................................................. 33
Article 11.2: Burt 2001 networks ...................................................................................................... 37
Article 11.3: De Vaan 2014: collaboration in uncertain times .......................................................... 37
Podcast 12: The adoption of innovations.............................................................................................. 39
Podcast 13: Diffusion models ................................................................................................................ 42
Article 13.1: Lave & March 1993: diffusion models .......................................................................... 42
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, Article 13.2: Bass 1969 ...................................................................................................................... 43
Podcast 14: Finance ............................................................................................................................... 45
Article 14.1: De Clerq et al. 2006: venture capital galaxy ................................................................. 45
Podcast 15: Social entrepreneurship and corporate social responsibility ............................................ 49
Article 15.1: Santos 2012: social entrepreneurship .......................................................................... 49
Article 15.2: Shnayder et al. 2015: corporate sustainability reporting ............................................. 51
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,Podcast 1: Innovation journey
Article 1.1: Van de Ven 2017: innovation journey
I. A set of seemingly random coincidental events occur that set the stage for diverging into a
new innovative direction.
II. A convergent cycle of exploiting a given direction, learning by testing, executing relationships
with unitary leadership, and goal consensus.
III. This cycle of convergent behaviour may diverge again with further exploration of a chosen
direction and if additional resources permit.
This innovation journey ends either in a convergent pattern of innovation implementation, or the
divergent behaviour is terminated when resources run out or when political opposition prevails
to terminate the developmental effort.
River analogy
A useful analogy may be to imagine that the innovation journey is like an uncharted river. Most
people cling to the riverbank, afraid to let go and risk being carried along by the river’s current. At a
certain point, some people are willing to jump in and trust that they can manoeuvre the river. While
going with the flow of the river, they begin to look ahead and guide their course onward,
deciding where the course looks best, steering around boulders and snags, and choosing which of the
many channels and branches of the river they prefer to follow. Because some have developed skills
and practiced traversing various river currents, falls, and obstacles, they manoeuvre the river better
than others who have not learned to swim well. While this increases their odds of success, no one
controls the river.
Choice of strategy (& luck) are more important than choice of industry:
− choice of industry 08.4%
− choice of strategy 46.4%
− parent company 00.8%
− unexplained (e.g. luck) 44.5%
3
, Podcast 2: incubation
Article 2.1: van Weele et al. 2017: incubator assertiveness
Start-ups: Young innovative enterprises
− Are often seen to contribute to economic growth and to help solve societal challenges
− Also known as new technology-based firms
Business incubators: programs and organizations that primarily support new technology-based start-
ups
Incubators often perform disappointingly. Why? → A possible explanation is that start-ups do not
take full advantage of the
resources offered by the
incubator.
Two incubator assertiveness approaches
strong intervention and ‘laissez-faire’ incubators. These two differentiate on support intensity and
the initiator of the support (entrepreneur or incubator).
− Strong intervention
o Incubators can make coaching sessions etc. mandatory
o Ongoing review process, with the incubator setting objectives or milestones that
start-ups are required to achieve
o Replace the original founder by recruiting and installing experienced management
teams
− Laissez-faire
o Demand driven role and may only provide very few resources unless the
entrepreneur explicitly asks for help.
Findings
Initially tangible resources (physical & financial) are deemed important. → Later start-ups realise that
intangible resources (knowledge, social & legitimacy) are more important.
− Resources and their quality did not always meet the needs of the start-ups
o Incubators may lack experience
o Inability of incubators to tailor their resources to the specific needs of individual
start-ups
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