Engaging with Startups to Enhance Corporate Innovation

Published on Feb 1, 2015in California Management Review5.00
· DOI :10.1525/cmr.2015.57.2.66
Tobias Weiblen8
Estimated H-index: 8
(HSG: University of St. Gallen),
Henry Chesbrough44
Estimated H-index: 44
(University of California, Berkeley)
When it comes to agility, startups have an edge over large corporations—whereas large corporations sit on resources which startups can only dream of. The combination of entrepreneurial activity with corporate ability seems like a perfect match, but can be elusive to achieve. This article examines how large corporations from the tech industry have begun to tap into entrepreneurial innovation from startups. Prominent examples are used to inductively derive a set of four models commonly used to engage with startups and to describe their characteristics, challenges, and rationales. While corporate equity is the key mechanism behind more established models, newer approaches replace equity with shared technology to connect both worlds with fewer organizational costs and greater speed and agility. This article presents a typology of corporate mechanisms to engage with startups that balance speed and agility against control and strategic direction, to map the ways companies can bridge the gap between themselves and the startup world.
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Cited By52
Published on Mar 15, 2019in Journal of Innovation and Entrepreneurship
Jérôme Gonthier (HEC Montréal), Gabriel M. Chirita (Université du Québec à Rimouski)
Companies need to rethink their innovation strategies in an increasingly disruptive business environment. The long-term success of large established companies depends not only on their ability to leverage their current capabilities and improve efficiency but also on taking risks and exploring unknown areas. To meet this challenge, established companies are increasingly relying on corporate incubators to fuel innovation and growth with entrepreneurial mindset. Drawing on Zollo and Winter's (Organ...
Published on Sep 1, 2019in Research Policy5.42
Felix Homfeldt (University of Bayreuth), Alexandra Rese7
Estimated H-index: 7
(University of Bayreuth)
+ 0 AuthorsFranz Simon (UT: University of Twente)
Abstract In the innovation process of firms, suppliers increasingly play a key role as external sources of ideas. Although the beneficial impact of supplier integration has been acknowledged, there is also evidence that not all such innovation efforts are successful, particularly regarding the identification of truly innovative solutions. Therefore, in recent years, large firms have begun to move beyond their existing supply base, drawing on innovation ideas from start-ups, that is, with young f...
Published on Nov 18, 2018in R & D Management2.35
Katja-Maria Prexl , Marco Hubert6
Estimated H-index: 6
(AU: Aarhus University)
+ 2 AuthorsReinhard Prügl11
Estimated H-index: 11
(Zeppelin University)
Published on Jun 1, 2018in Journal of Business Venturing6.33
Raj K. Shankar2
Estimated H-index: 2
(Entrepreneurship Development Institute of India),
Dean A. Shepherd72
Estimated H-index: 72
(ND: University of Notre Dame)
Abstract Corporate accelerators (CAs) are a fast-emerging form of corporate engagement with startups. Equating them with independent startup accelerators and/or corporate venturing limits our understanding of how and why corporations run CA programs and to what end. In this inductive grounded theory study, we explore how corporations design and run CAs and to what effect. This study of four CAs reveals that corporations manage accelerators via one of two distinct processes: namely, accelerating ...
Published on Jun 1, 2019in Business Horizons2.83
Sandra-Luisa Moschner (TUHH: Hamburg University of Technology), Alexander A. Fink (ETH Zurich)+ 2 AuthorsCornelius Herstatt29
Estimated H-index: 29
(TUHH: Hamburg University of Technology)
Abstract Corporate accelerator programs—accelerators managed by or directly sponsored by one or multiple established firms—are becoming an integral part of startup ecosystems and an important startup engagement vehicle for established firms. Previous research focused either on independent accelerators or on corporate accelerator programs that one established firm operates internally. However, new accelerator models emerged recently, making the corporate accelerator phenomenon more diverse. The p...
Tobias Gutmann (HHL Leipzig Graduate School of Management), Dominik K. Kanbach1
Estimated H-index: 1
(HHL Leipzig Graduate School of Management),
Scott Seltman
Published in Small Business Economics3.56
Nicola Del Sarto (Sant'Anna School of Advanced Studies), Alberto Di Minin15
Estimated H-index: 15
(Sant'Anna School of Advanced Studies)
+ -3 AuthorsA. Piccaluga14
Estimated H-index: 14
(Sant'Anna School of Advanced Studies)
Although start-ups’ survival has been widely investigated, only few studies have focussed on the impact of the combined effect of firms’ internal resources. Drawing upon the resource-based view (RBV), we selected four internal resources influencing start-ups’ survival (R&D activity, advertising activity, export activity, and human capital) and we applied the fuzzy set qualitative comparative analysis (fsQCA) to examine which interactions among the said internal resources affect start-ups’ surviv...
Published on Jun 11, 2019in Technology Analysis & Strategic Management1.74
Clarissa Figueredo Rocha (PUCPR: Pontifícia Universidade Católica do Paraná), Diórgenes Falcão Mamédio (PUCPR: Pontifícia Universidade Católica do Paraná), Carlos Olavo Quandt (PUCPR: Pontifícia Universidade Católica do Paraná)
Start-ups successfully deliver creative results, and their success highlights the need for corporate engagement with innovation (Weiblen and Chesbrough in California Management Review 57(2): 66–90, 2015). To assess insights on corporate high-involvement innovation activities, we developed and applied an intrapreneurship model within a multinational financial services corporation in Germany. Successful implementation requires that individuals have the autonomy to act as corporate entrepreneurs (i...