Open innovation as a driver for new organisations: a qualitative analysis of green-tech start-ups

Pakura, Stefanie

doi:10.1504/ijev.2020.105135

Cited by 27 publications

(19 citation statements)

References 58 publications

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“…Such three critical stages generate an arena in which SMEs business actors as entrepreneurs seek new opportunities based on established means, resources, and economic institutions. Within the arena, technology takes a significant role in facilitating entrepreneurial goals of business [20,21,22,23,24].…”

Section: Budisantoso Sumarwan (Entrepreneurial Modes Towards Informat...mentioning

confidence: 99%

Entrepreneurial Modes towards Information Technology Applications in Business during Pandemic Covid-19 Based on Indonesia SMEs’ Stories

Budisantoso

Sumarwan

2022

Indonesian J. of Inf. Syst.

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This paper aims to identify entrepreneurial modes towards information technology applications in business during pandemic Covid-19 based on Indonesia SMEs’ stories. This study uses phenomenological approach in discerning 33 Economics students’ reports on SMEs’ ways in relating to social media platforms in the midst of the pandemic as relatively different business instruments driven by information technology along with their encounters to new opportunities within novel landscape of business. The reports indicate a general pattern of three critical stages linked to entrepreneurial challenges namely in the first stage business distortion, in the middle efficiency calculation, and finally available resources allocation. Using two factors i.e. learning capability of the business actors and the sophistication degree of information technology applications, the ways through which entrepreneurs relate to information technology within pandemic context can be identified into four types of mode namely adoption, adaptation, aversion, and abandon. Most of them are in adoption mode, few are in adaptation and abandon modes, and none in aversion mode.

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Section: Budisantoso Sumarwan (Entrepreneurial Modes Towards Informat...mentioning

confidence: 99%

Entrepreneurial Modes towards Information Technology Applications in Business during Pandemic Covid-19 Based on Indonesia SMEs’ Stories

Budisantoso

Sumarwan

2022

Indonesian J. of Inf. Syst.

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“…Corporates may provide startups with needed resources, market access, and experience in CSC (Hora et al, 2018; Weiblen & Chesbrough, 2015) while benefitting from spill-over effects for corporate social responsibility goals (Hora et al, 2018). CSC helps to bring experts from both sides together to work on specifications of a startup's sustainable technology, and to jointly test and diffuse respective solutions (Pakura, 2020). However, to do so, organizational actors need to bring these two worlds together well and our study suggests that they may be confronted with the tie paradox (facilitating internal/external ties) when doing so.…”

Section: Theoretical and Practical Implicationsmentioning

confidence: 99%

Looking for Guidance? Five Principles for Leveraging Tensions in Corporate–Startup Collaboration

Kager

Sparr

Grote

2022

The Journal of Applied Behavioral Science

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Corporate–startup collaboration (CSC) allows the co-development of innovations for pressing societal needs. Paradoxically, CSC is both fueled and challenged by diverging interests and approaches of the unequal actors. We apply a paradox lens to better understand the complex collaborative demands of CSC from the perspective of the corporate actors involved. Over the course of three years, we conducted 52 contextualized semi-structured interviews in a corporate-sponsored accelerator pursuing sustainability improvements. We identify five CSC paradoxes, which we translate into guiding principles for managing such paradoxes with a both/and mindset. Further, we show how these guiding principles help to address interdependencies between the CSC paradoxes. By disentangling the inherently paradoxical nature of the collaborative demands, we contribute to a fuller theoretical understanding of how organizational actors can manage these demands. We encourage companies engaging in CSC to use the guiding principles for empowering organizational actors’ understanding and approaches to CSC paradoxes.

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“…Business Model Innovation is suitable for all types of companies, but young companies are more motivated to do radical changes and to try new and disruptive ways of attacking a market to find competitive advantages [59]. One of the ways on how to innovate a business model is to have open innovation, which lets firms find new breakthroughs [60,61].…”

Section: Establishment and Development Of Businessmentioning

confidence: 99%

The Structure of the Start-Up Business Model—Qualitative Analysis

2021

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The aim of the research is an in-depth and detailed knowledge of the start-up business model, which is structured according to Canvas visualization. The research sample contains 106 start-ups operating in Slovakia. Each start-up was researched by a member of the research team, who personally recorded the statements of the founder. The research results are based on qualitative analysis and synthesis of statements of the founders of start-ups. The main results of the research are a summary view of the business model of the examined start-ups, which expresses the peculiarities of the start-up business making, including priorities within its blocks, and the identification of space for variations in the business model of start-ups. A secondary result of the research is the subjective and objective circumstances of the creation of a business idea, its content, confirmation of its originality, and the peculiarity of the start-up development process. The practical use of the results consists in providing a pattern of the business model and the possibilities of its variation, which are the result of field research of real and functioning start-ups. The originality and value of the research lie in the direct collection of qualitative data, immediate knowledge of business reality, and the synthesis of results into a comprehensive and detailed picture of the start-up business model.

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Open innovation as a driver for new organisations: a qualitative analysis of green-tech start-ups

Cited by 27 publications

References 58 publications

Entrepreneurial Modes towards Information Technology Applications in Business during Pandemic Covid-19 Based on Indonesia SMEs’ Stories

Entrepreneurial Modes towards Information Technology Applications in Business during Pandemic Covid-19 Based on Indonesia SMEs’ Stories

Looking for Guidance? Five Principles for Leveraging Tensions in Corporate–Startup Collaboration

The Structure of the Start-Up Business Model—Qualitative Analysis

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