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Full Summary of Theories of Entrepreneurship & Innovation
Including all lecture notes, articles, discussion questions and exam expectations.
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Summary: Theories of Entrepreneurship and Innovation 2020/2021Table of Contents
Week 1, lecture 1: Introduction to entrepreneurship ....................................................................................... 4
1.1: Why the lean start-up changes everything (Blank, 2005) ........................................................................... 5
Lecture Notes: Why the lean start-up changes everything ............................................................................... 6
1.2: Schumpeter’s view on innovation and entrepreneurship (Sledzik, 2013) ................................................... 8
Lecture Notes: Schumpeter’s view on innovation and entrepreneurship ....................................................... 11
Week 1, lecture 2: Innovation management ................................................................................................... 13
1.3: A multi-dimensional framework of organizational innovation: a systematic review of the literature (Crossan & Apaydin,
2010) .............................................................................................................................................................. 18
1.4: Why implementing corporate innovation is so difficult (Kuratko, 2014) .................................................. 20
1.5: Surviving disruption (Wessel & Christensen, 2012) .................................................................................. 23
Discussion questions week 1 (MVPs) .............................................................................................................. 25
2.1 The 12 different ways for companies to innovate (Sawhney, 2006) .......................................................... 26
Lecture notes: The 12 different ways for companies to innovate ................................................................... 28
Week 2, lecture 3: Managing innovation strategy .......................................................................................... 29
2.2 Organizing for innovation in the digitized world (Yoo, 2012) .................................................................... 30
Lecture Notes: Organizing for innovation in a digitized world ........................................................................ 32
2.3 Digital innovation strategy – A framework for diagnosing and improving digital product and service innovation (Nylen,
2015) .............................................................................................................................................................. 34
Lecture Notes: a framework for diagnosing and improving digital product and service innovation. ............... 36
Week 2, lecture 4: Effectuation theory ........................................................................................................... 37
2.4 Causation and effectuation: toward a theoretical shift from economic inevitability to entrepreneurial contingency
(Sarasvathy, 2001) .......................................................................................................................................... 38
Lecture Notes: Causation and effectuation: toward a theoretical shift from economic inevitability to entrepreneurial
contingency .................................................................................................................................................... 40
2.5 Corporate effectuation: Entrepreneurial action and its impact on R&D project performance (Brettel, 2012) 41
Lecture Notes: Corporate effectuation: Entrepreneurial action and its impact on R&D project performance. 43
Discussion questions week 2 (Gilette) ............................................................................................................ 45
Week 3, lecture 5: Ambidexterity ................................................................................................................... 46
3.1 Your NPD portfolio may be harmful to your businesses’ health (Cooper, 2003) ........................................ 50
1
,Lecture Notes: Your NPD portfolio may be harmful to your business’s health................................................ 52
3.2 Organizational designs and innovation streams (Tuschman, 2010) ........................................................... 53
Lecture Notes: Organizational designs and innovation streams...................................................................... 57
Discussion questions Week 3 (IBM Case) ........................................................................................................ 59
Week 3, lecture 6: Social entrepreneurship .................................................................................................... 60
3.3 Serving the world’s poor, profitably (Prahalad &Hammond, 2002) ........................................................... 62
3.4 Social entrepreneurship research: a source of explanation, prediction, and delight (Mair & Marti, 2006) 64
Lecture Notes: Social entrepreneurship research: a source of explanation, prediction, and delight ............... 65
3.5 Social value and organizational performance in non-profit social organizations: social entrepreneurship, leadership, and
socioeconomic context effects (Felicio, 2013)................................................................................................. 66
Lecture Notes: Social value and organizational performance in non-profit social organizations: social entrepreneurship,
leadership, and socioeconomic context effects .............................................................................................. 69
Week 4, lecture 7: Managing organizational structure for innovation: open innovation ................................ 71
4.1: Engaging with start-ups to enhance corporate innovation (Weiblen & Chesbrough, 2015) ..................... 75
Lecture Notes: Engaging with start-ups to enhance corporate innovation...................................................... 79
4.2: The dynamics of open strategy – from adoption to reversion (Appleyard & Chesbrough, 2017) .............. 81
Lecture Notes: The dynamics of open strategy – from adoption to reversion ................................................. 83
Week 4, Lecture 8: Networks in entrepreneurship & innovation .................................................................... 84
4.3 The relational antecedents of project-entrepreneurship: network centrality, team composition and project performance
(Ferriani, 2009) ............................................................................................................................................... 86
Lecture Notes: The relational antecedents of project-entrepreneurship: network centrality, team composition and project
performance................................................................................................................................................... 88
4.4 Organizational differences, relational mechanisms, and alliance performance (Lavie, 2012) .................... 90
Lecture Notes: Organizational differences, relational mechanisms, and alliance performance ...................... 94
Discussion questions week 4 (Google Assistant and Nest) .............................................................................. 96
Week 5, Lecture 9: Managing people for innovation ...................................................................................... 97
5.1 The dynamic componential model of creativity and innovation in organizations: making progress, making meaning
(Amabile & Pratt) ........................................................................................................................................... 98
Lecture Notes: The dynamic componential model of creativity and innovation in organizations: making progress 104
5.2 How to build collaborative advantage (Hansen & Nohria, 2004) ............................................................. 107
Lecture Notes: The four barriers to collaboration ......................................................................................... 109
Discussion Questions: Google Case............................................................................................................... 110
5.3 Form or substance: the role of business plans in venture capital decision making (Kirsch & Goldfarb, 2009) 111
5.4 Network ties, reputation, and the financing of new ventures (Shane & Cable, 2002) ............................. 113
2
,6.1 Employee Start-ups in High-Tech Industries (Klepper) ............................................................................ 115
Lecture notes: Employee start-ups in high-tech industries ........................................................................... 117
Discussion Questions Week 6 (Enagás) ......................................................................................................... 120
6.3 A process model of internal corporate venturing in the diversified major firm (Burgelman) .................. 121
6.4 The dynamics of crowdfunding: an exploratory study (Mollick, 2014) .................................................... 123
6.5 The legitimacy threshold revisited: how prior success and failures spill over to other endeavours on Kickstarter (Soubliere
and Gehman, 2020) ...................................................................................................................................... 125
What to expect in the exam ......................................................................................................................... 128
The frameworks and tools for innovation management in sum:
1. Challenges for corporate innovation management (Kuratko)
2. Framework for organizational innovation (Crossan & Apaydin)
3. Incremental – combinatorial- radical innovation (Crossan & Apaydin)
4. Disruptive innovation framework (Wessel & Christensen)
5. Innovation radar (Sahwney)
6. 10 types of innovation (Keeley et al.)
7. Digital innovation strategy framework (Nylén & Holmström + Yoo et al )
8. Organizational designs for innovation (Tushman et al.)
9. Innovation portfolio model (Cooper)
10. Open innovation - Corporates & startups (Chesbrough)
11. Model for creativity and innovation (Amabile)
12. Collaboration framework (Hansen)
3
, Week 1, lecture 1: Introduction to entrepreneurship
Entrepreneurs create economic and social value through change.
Disruptive innovation: first underperforms and later disrupts the market because it is a better product.
Old incumbents didn’t see them as a threat.
The business model canvas
Useful because it can depict your business in an extremely precise and comprehensive manner, but also
facilitates discussions about the changes in the business model.
1. Gives you an overview of your company.
2. To see what needs to be done.
A common mistake: businesses often don’t have an overview.
Main take-aways
1. An entrepreneur can be defined in many ways depending on the context and on the message, we
want to deliver.
2. While Schumpeter was focusing on the role of individuals, scholars have been recognizing the
importance of teams and networks.
3. Entrepreneurs create value through creative destruction which refers to a process.
4. Where the entrepreneur disrupts the existing practices and industry structure through the
recombination of knowledge and resources.
5. Whereas many people think about entrepreneurs as cool, young hipsters and geniuses with a
ground-breaking idea, the reality is that they are more often experienced, educated and older
people often working for large enterprises.
6. The first plan almost never succeeds. Successful entrepreneurs learn from their failures and iterate
in contrast with their unsuccessful counterparts. This is the method of lean start-ups.
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