MLSI
Lecture 2: You can’t always get what you want.
Resource needs incubator support to fulfill the resource needs of the start-up:
Physical capital = tangible resource
Financial capital = tangible resource
Knowledge = intangible resource
Social capital = intangible resource
Legitimacy = intangible resource
Van Weele et al: Which resources, provided by the incubator, doe entrepreneurs and
incubator staff perceive as important, and why do their perceptions differ?
Initially tangible resources are deemed important. Later start-ups realize that intangible
resources are more important.
Startups (new technology-based firms):
Unconsciously incompetent (not capable)
Short-term oriented and focused on day-day business.
Unwilling to leave their comfort zone.
Incompetent startups Competent startups
Strong intervention approach Laissez-fair approach
Aggressive coaching Demand-driven support
Mandatory participation
Fixed milestones
Recruit addition entrepreneurs
, Lecture 3: Too many types of innovation
Product innovation: About what is produced.
Process innovation: How to produce it.
Innovations classified:
Continuous small incremental changes
Discontinuous radical innovations
Massive shifts: general purpose
technology (GTP): changes paradigm
society, influence worldwide.
Modular innovation: The core concepts of
components within the product system design are
overturned, so they are very new, nut the
architecture is not.
Architecture innovation: Rearrangement of the ways in
which components relate to each other within a product
system is design.
Dimensions of innovation space (Meeus et al)
Product
Process
Position
Paradigm: Een ander inzicht hebben.
Francis and Bessant: Disruptive innovation: new entrants challenge incumbents, after some
time, disruptive innovation improves and threatens established markets and products. = The
combination of technologies and business model innovation. Difference with radical
innovation: For disruptive innovation the key to organizational renewal lies in the needs of
the customers, whereas for radical innovation this lies in the capabilities of the incumbent
firm itself.
To withstand disruptive innovation, incubators need to adapt their organization and be in
touch with customer needs.
Lecture 2: You can’t always get what you want.
Resource needs incubator support to fulfill the resource needs of the start-up:
Physical capital = tangible resource
Financial capital = tangible resource
Knowledge = intangible resource
Social capital = intangible resource
Legitimacy = intangible resource
Van Weele et al: Which resources, provided by the incubator, doe entrepreneurs and
incubator staff perceive as important, and why do their perceptions differ?
Initially tangible resources are deemed important. Later start-ups realize that intangible
resources are more important.
Startups (new technology-based firms):
Unconsciously incompetent (not capable)
Short-term oriented and focused on day-day business.
Unwilling to leave their comfort zone.
Incompetent startups Competent startups
Strong intervention approach Laissez-fair approach
Aggressive coaching Demand-driven support
Mandatory participation
Fixed milestones
Recruit addition entrepreneurs
, Lecture 3: Too many types of innovation
Product innovation: About what is produced.
Process innovation: How to produce it.
Innovations classified:
Continuous small incremental changes
Discontinuous radical innovations
Massive shifts: general purpose
technology (GTP): changes paradigm
society, influence worldwide.
Modular innovation: The core concepts of
components within the product system design are
overturned, so they are very new, nut the
architecture is not.
Architecture innovation: Rearrangement of the ways in
which components relate to each other within a product
system is design.
Dimensions of innovation space (Meeus et al)
Product
Process
Position
Paradigm: Een ander inzicht hebben.
Francis and Bessant: Disruptive innovation: new entrants challenge incumbents, after some
time, disruptive innovation improves and threatens established markets and products. = The
combination of technologies and business model innovation. Difference with radical
innovation: For disruptive innovation the key to organizational renewal lies in the needs of
the customers, whereas for radical innovation this lies in the capabilities of the incumbent
firm itself.
To withstand disruptive innovation, incubators need to adapt their organization and be in
touch with customer needs.
