100% tevredenheidsgarantie Direct beschikbaar na betaling Zowel online als in PDF Je zit nergens aan vast
logo-home
Strategic Mangement: Corporate Entrepeneurship - Summary lectures. €7,49   In winkelwagen

College aantekeningen

Strategic Mangement: Corporate Entrepeneurship - Summary lectures.

 17 keer bekeken  1 keer verkocht

Summary of the Corporate Entrepeneurship lectures for master Strategic Mangement from Tilburg University .

Voorbeeld 3 van de 22  pagina's

  • 27 juni 2023
  • 22
  • 2022/2023
  • College aantekeningen
  • Denoo & devarakonda
  • Alle colleges
Alle documenten voor dit vak (7)
avatar-seller
max!1
Master Strategic Management

Corporate Entepeneurship

SUMMARY LECTURES

,lecture 1: Introduction to innovaters dillemma
The fall of Nokia  Nokia struglled with introduction smartphones
- They felt the could do ntothing wrong
- They respond slow to trends
- They didn’t do anyting wrong, but didn’t addapt to change from hardware to software

Innovator’s dilemma
Typologies of technological change:
- Old vs. new (Cooper and Schendel, 1976)
- Competence-enhancing vs. competence-destroying (Tushman and Anderson, 1986)
- Incremental vs. radical (Utterback, 1994)
- Sustaining vs. disruptive  Large established firms are mostly struggling with this
o Old firms are less succesfull with disruptive innovation hard to stay succesfull

The success syndrome
1. Fit  succes
2. Size and age  size & age creates inertia:
a. Structural: hire more people & become slower
b. Cultural: firms are convinced that what they do
is right, they don’t want to change.
3. Success in stable markets
4. Failure when markets shift

Is inertia always bad?
- It may result from accountability & reliability
- If you want to be succesfull in the future, it is bad
- Have to keep eye on the past and future
- Ex. Microsoft underestimates Iphone, overconfidence and don’t see the need for change

Innnovatiors dillema: Large companies depend on their existing customers and investors for
resources. They listen closely to these customers and investors and kill ideas for which there is little
need.
Dotted line
- Low line: least demanding customer (student & bikes)
- High line: most demending (boomers & bikes)
Bold line
- At the top: progress due to sustaing technology
- Above the dotted line: overshooting customers needs
At the bottom:
- C. New firm that does tecnholgical innovation (at first
customers don’t want to pay for it)
- D. Technology becomes better and meet customers
demand
- E. Serve the even more demainding customers

, Lecture 2: Ambidexterity
Ambidexterity  Solution to innovators dilemma
- Use the cash cow to gain money
- Invest in new things

Organization structure: example Google
- Complex structure  Alphabet: different business units (google, YouTube, investments etc.)
- Google can focus on their current core competencies  innovation: become more efficient
- Other brands have more independence: own strategy & execution  different innovation
Advantages
1. Allows each unit to deploy the right approach to strategy and execution
2. Makes it easier to build the required capabilities in each business
3. Lower the hurdles to acquiring and growing companies
4. Easier structure, different leadership teams  easier growth for employees

Size and Structural Dimensions of the Firm: is bigger better?
Pro’s
1. Large firms are able to spread the cost of R&D over a larger volume
2. Large firms have scale and learning effects
3. Large firms can spread the risk  less big problem if an investment turns out badly
Con’s
1. Large firms are less efficient in R&D
2. Large firms become inert and do not react to changes
3. The ICARUS Paradox  overconfidence due to successfulness: managers are overly
confident and over-invest in current products and processes, and new activities are
neglected and discouraged. (success syndrome/overshooting)

Empirical Findings
Small firms outperform large firms in:
- Patenting (less R&D cost per patent)
- New Drug Introductions
- New Product Improvements
Large firms outperform small firms in
- Incremental Innovations
- Process Innovations
- Some industries that are scale intensive
Large firms respond by imitating small firm behavior in structure and culture.
- However, a tension stays between the formal, mechanistic need of a large company and the
informal, autonomy-oriented expectations of a small R&D unit.

Voordelen van het kopen van samenvattingen bij Stuvia op een rij:

Verzekerd van kwaliteit door reviews

Verzekerd van kwaliteit door reviews

Stuvia-klanten hebben meer dan 700.000 samenvattingen beoordeeld. Zo weet je zeker dat je de beste documenten koopt!

Snel en makkelijk kopen

Snel en makkelijk kopen

Je betaalt supersnel en eenmalig met iDeal, creditcard of Stuvia-tegoed voor de samenvatting. Zonder lidmaatschap.

Focus op de essentie

Focus op de essentie

Samenvattingen worden geschreven voor en door anderen. Daarom zijn de samenvattingen altijd betrouwbaar en actueel. Zo kom je snel tot de kern!

Veelgestelde vragen

Wat krijg ik als ik dit document koop?

Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.

Tevredenheidsgarantie: hoe werkt dat?

Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.

Van wie koop ik deze samenvatting?

Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper max!1. Stuvia faciliteert de betaling aan de verkoper.

Zit ik meteen vast aan een abonnement?

Nee, je koopt alleen deze samenvatting voor €7,49. Je zit daarna nergens aan vast.

Is Stuvia te vertrouwen?

4,6 sterren op Google & Trustpilot (+1000 reviews)

Afgelopen 30 dagen zijn er 75632 samenvattingen verkocht

Opgericht in 2010, al 14 jaar dé plek om samenvattingen te kopen

Start met verkopen
€7,49  1x  verkocht
  • (0)
  Kopen