Entre­preneur­ship und Di­gi­ta­li­sie­rung

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    How bricoleurs go international: a European cross-country study considering the moderating role of governmental entrepreneurship support programs
    (2022-05-20) Kollmann, Tobias; Hensellek, Simon; Jung, Philipp Benedikt; de Cruppe, Katharina
    Research increasingly suggests that innovativeness and internationalization are two intertwined pathways to growth for entrepreneurial ventures. However, both ways can be resource intensive and thus challenging. Therefore, theory points to the emerging concept of entrepreneurial bricolage to explain how resourceful behavior helps entrepreneurial ventures thrive despite facing the challenges associated with growth. At the same time, recent studies increasingly emphasize the importance of institutional support for successful venture growth. Combining both streams, this study explores product/service innovativeness as a mediator in the relationship between bricolage and the degree of internationalization and further investigates the moderating role of governmental entrepreneurship support programs in this relationship. By drawing on a unique dataset of 681 European entrepreneurial ventures, we find that bricolage is an important means for entrepreneurial ventures that target foreign markets, as it fosters product/service innovativeness and thereby enhances a venture’s degree of internationalization. Interestingly, governmental entrepreneurship support programs do not affect the link between bricolage and innovativeness, but they influence how innovativeness translates into greater degrees of internationalization. We discuss the theoretical and practical implications of our findings.
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    Beneficial, harmful, or both? Effects of corporate venture capital and alliance activity on product recalls
    (2023-01-13) Bendig, David; Hensellek, Simon; Schulte, Julian
    Despite growing numbers of corporate venture capital (CVC) deals and alliances, their effectiveness is not guaranteed. This paper investigates the positive and negative impacts of CVC and alliance activity on product safety under different levels of market turbulence. Using a resource-based learning perspective and panel data from large U.S. firms, we find that both CVC and alliance activity have inverted U-shaped relationships with product recall likelihood. Market turbulence moderates both relationships, but differently. We discuss how learning theory complements the resource-based view to understand why no or rather bold external venturing are less harmful than small-scale “stuck-in-the-middle” initiatives.
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    How management teams foster the transactive memory system-entrepreneurial orientation link
    (2020-08-14) Kollmann, Tobias; Hensellek, Simon; Stöckmann, Christoph; Kensbock, Julia M.; Peschl, Anika
    Research Summary Specialized knowledge can be a facilitator of entrepreneurial orientation (EO), but little is known about how management teams transform their knowledge resources into entrepreneurial activity. Complementing the knowledge-based view with social interdependence theory, we suggest that team processes mediate the impact of teams' transactive memory system (TMS) on EO. Our empirical analysis of data from interdisciplinary management teams shows that a strong TMS serves as a starting point to initiate a beneficial “domino effect” of positive team interaction patterns (enhanced team learning and participative decision-making) and positive team psychological processes (enhanced team identification), which, in turn, foster the development of EO. We thereby contribute new insights to the largely unresolved questions about the “where” and “why” of EO genesis within organizations. Managerial Summary Enhancing entrepreneurial orientation (EO) is of major importance for established firms to stay competitive in the market. This study sheds light on the question how EO emerges within management teams of a firm's decentralized units and specifically gives insights about how team design and team processes can foster the EO of these units. We find that teams with specialized experts who share a common meta-knowledge about who knows what in their team (i.e., teams with a strong transactive memory system) engage in more team learning and participative decision-making and identify themselves more strongly with their team, which consequently spurs unit EO. Our results highlight that well-designed and well-functioning management teams below the executive level can play an important role in fostering entrepreneurship in multiunit organizations.