Corporate incubators: potentials, typology and principles
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Abschlussarbeit Buch |
| Sprache: | English |
| Veröffentlicht: |
2003
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIII, 257 S. graph. Darst. |
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Datensatz im Suchindex
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| adam_text | I Content Overview
Content Overview
1 Introduction 1
1.1 The incubator phenomenon 1
1.2 Practical challenges 8
1.3 Research objective and question 13
1.4 Research methodology 15
1.5 Research design and sample 17
1.6 Structure of thesis 19
2 Literature review and analysis of corporate incubators 21
2.1 Literature review 21
2.2 Analysis model of corporate incubators 40
2.3 The benchmarking survey: empirical results 43
2.4 Conclusions 61
3 Potentials of corporate incubators 62
3.1 External potentials of corporate incubators 63
3.2 Internal potentials of corporate incubators 86
3.3 Conclusions 109
4 Typology of corporate incubators Ill
4.1 Four archetypes of corporate incubators 111
4.2 Fast profit incubator 114
4.3 Leveraging incubator 118
4.4 Insourcing incubator 122
4.5 Market incubator 126
4.6 Conclusions 129
5 Guiding principles of corporate incubators 134
II Content Overview
5.1 Continuation through long term commitment 136
5.2 Mission 143
5.3 Structure 149
5.4 Process 159
5.5 Resources 169
5.6 Conclusions 174
6 Conclusions 181
6.1 Contribution to theory 181
6.2 Contribution to business practice 182
6.3 Limitations of this research 182
6.4 Outlook on future challenges 184
6.5 Implications for further research 185
in Table of Contents
Table of Contents
1 Introduction 1
1.1 The incubator phenomenon 1
1.2 Practical challenges 8
1.3 Research objective and question 13
1.4 Research methodology 15
1.5 Research design and sample 17
1.6 Structure of thesis 19
2 Literature review and analysis of corporate incubators 21
2.1 Literature review 21
2.1.1 Incubators 23
2.1.2 Corporate venturing 32
2.2 Analysis model of corporate incubators 40
2.3 The benchmarking survey: empirical results 43
2.3.1 Process 47
2.3.2 Resources 56
2.4 Conclusions 61
3 Potentials of corporate incubators 62
3.1 External potentials of corporate incubators 63
3.1.1 Potentials for market interaction 63
3.1.2 Potentials for technology innovation 70
3.1.3 Potentials for resource enhancement 79
3.2 Internal potentials of corporate incubators 86
3.2.1 Potentials for differentiation 86
3.2.2 Potentials for integration 95
3.2.3 Potentials for synergy 101
3.3 Conclusions 109
iv Table of Contents
4 Typology of corporate incubators Ill
4.1 Four archetypes of corporate incubators Ill
4.2 Fast profit incubator 114
4.2.1 Characteristics of fast profit incubator 114
4.2.2 Case study: Siemens Technology Accelerator 117
4.3 Leveraging incubator 118
4.3.1 Characteristics of leveraging incubator 118
4.3.2 Case study: Nokia Ventures Organization 120
4.4 Insourcing incubator 122
4.4.1 Characteristics of insourcing incubator 122
4.4.2 Case study: Cisco New Ventures 123
4.5 Market incubator 126
4.5.1 Characteristics of market incubator 126
4.5.2 Case study: Siemens Mobile Acceleration 127
4.6 Conclusions 129
5 Guiding principles of corporate incubators 134
5.1 Continuation through long term commitment 136
5.2 Mission 143
5.2.1 Overview and choices 143
5.2.2 Strategic goals 144
5.3 Structure 149
5.3.1 Overview and choices 149
5.3.2 Scope of autonomy needs 151
5.4 Process 159
5.4.1 Overview and choices 159
5.4.2 Timing and manner of exit 162
5.5 Resources 169
5.5.1 Overview and choices 169
5.5.2 Resource flow 170
5.6 Conclusions 174
v Table of Contents
6 Conclusions 181
6.1 Contribution to theory 181
6.2 Contribution to business practice 182
6.3 Limitations of this research 182
6.4 Outlook on future challenges 184
6.5 Implications for further research 185
vi Figures
Figures
Figure 1.1: Incubation period and advisory needs of start ups 2
Figure 1.2:Development of corporate incubators 4
Figure 1.3: Definitions of incubators 5
Figure 1.4: Distribution of incubators worldwide 7
Figure 1.5: Practical challenges of managing industrial R D 9
Figure 1.6: Research focus 14
Figure 1.7: Research process as iterative learning process 16
Figure 1.8: Structure of thesis 19
Figure 2.1: Norm strategies to enter new businesses 34
Figure 2.2: Organizational design for corporate venturing 36
Figure 2.3: Framework to analyze corporate incubators 40
Figure 2.4: Resource distinction of corporate incubators 43
Figure 2.5: Key incubator performance statistics 44
Figure 2.6: Contribution of incubators 46
Figure 2.7: Incubator strength and marketing services 47
Figure 2.8: Process selection overview criteria 48
Figure 2.9: Process selection types of businesses 49
Figure 2.10: Process selection industry 50
Figure 2.11: Process selection initial screening 51
Figure 2.12: Process structuring equity ownership 51
Figure 2.13: Process structuring service charges 52
Figure 2.14: Process involvement performance and feedback 53
Figure 2.15: Process involvement scope of advice 54
Figure 2.16: Process exit criteria 55
Figure 2.17: Resources tangibles and intangibles 57
Figure 2.18: Resources incubator manager s qualification 58
Figure 2.19: Resources incubator s staff experience 59
vii Figures
Figure 2.20: Process summary of for profit incubators 60
Figure 3.1: Overview of external and internal potentials 62
Figure 3.2: External potentials for market interaction 63
Figure 3.3: Adoption by lead users 68
Figure 3.4: External potentials for technology innovation 71
Figure 3.5: Trajectory improvement through disruptive technology 74
Figure 3.6: Time lag regarding disruptive technology 76
Figure 3.7: External potentials for resource enhancement 79
Figure 3.8: Supporting conditions in regional clusters 85
Figure 3.9: Internal potentials for differentiation 87
Figure 3.10: Promoters to overcome innovation barriers 94
Figure 3.11: Internal potentials for integration 96
Figure 3.12: Heavyweight team structure 98
Figure 3.13: Internal potentials for synergy 102
Figure 3.14: Principal agent problem of corporate incubator 105
Figure 3.15: Incubator selection funnel at Innotec 106
Figure 3.16: Internal and external risks 108
Figure 3.17: Summary of potentials of corporate incubators 110
Figure 4.1: Classification of corporate incubators 112
Figure 4.2: Summary of fast profit incubator 117
Figure 4.3: Case study Siemens Technology Accelerator 118
Figure 4.4: Summary of leveraging incubator 119
Figure 4.5: Case study Nokia Ventures Organization 121
Figure 4.6: Summary of insourcing incubator 123
Figure 4.7: Case study Cisco Ventures 126
Figure 4.8: Summary of market incubator 127
Figure 4.9: Case study Siemens Mobile Acceleration 129
Figure 4.10: Different survival rates by incubator types 132
viii Figures
Figure 5.1: Formation and implementation challenges 135
Figure 5.2: Managerial implications for designing corporate incubators 136
Figure 5.3: Threats to continuation of incubation program 137
Figure 5.4: Cyclical development of incubation activities 140
Figure 5.5: Mission, subgoal and performance measures 145
Figure 5.6: Summary of guiding principles for strategic goals 149
Figure 5.7: Exemplaratory distribution of the three budgeting approaches 157
Figure 5.8: Review of technology venture s attractiveness 164
Figure 5.9: Exit options 167
Figure 5.10: Summary of guiding principles for exit 168
Figure 5.11: Resource flow to technology venture 171
Figure 5.12: Degree of resource flow to technology venture 172
Figure 5.13: Summary of guiding principles for resource flow 174
Figure 5.14: Linking guiding principles to potentials 175
Figure 5.15: Linking guiding principles to incubator types 177
Figure 5.16: Support of technology S curve by different incubator types 178
Figure 5.17: Resource flow per incubator type 179
ix Tables
Tables
Figure 1.1: Incubation period and advisory needs of start ups 2
Figure 1.2:Development of corporate incubators 4
Figure 1.3: Definitions of incubators 5
Figure 1.4: Distribution of incubators worldwide 7
Figure 1.5: Practical challenges of managing industrial R D 9
Figure 1.6: Research focus 14
Figure 1.7: Research process as iterative learning process 16
Figure 1.8: Structure of thesis 19
Figure 2.1: Norm strategies to enter new businesses 34
Figure 2.2: Organizational design for corporate venturing 36
Figure 2.3: Framework to analyze corporate incubators 40
Figure 2.4: Resource distinction of corporate incubators 43
Figure 2.5: Key incubator performance statistics 44
Figure 2.6: Contribution of incubators 46
Figure 2.7: Incubator strength and marketing services 47
Figure 2.8: Process selection overview criteria 48
Figure 2.9: Process selection types of businesses 49
Figure 2.10: Process selection industry 50
Figure 2.11: Process selection initial screening 51
Figure 2.12: Process structuring equity ownership 51
Figure 2.13: Process structuring service charges 52
Figure 2.14: Process involvement performance and feedback 53
Figure 2.15: Process involvement scope of advice 54
Figure 2.16: Process exit criteria 55
Figure 2.17: Resources tangibles and intangibles 57
Figure 2.18: Resources incubator manager s qualification 58
x Tables
Figure 2.19: Resources incubator s staff experience 59
Figure 2.20: Process summary of for profit incubators 60
Figure 3.1: Overview of external and internal potentials 62
Figure 3.2: External potentials for market interaction 63
Figure 3.3: Adoption by lead users 68
Figure 3.4: External potentials for technology innovation 71
Figure 3.5: Trajectory improvement through disruptive technology 74
Figure 3.6: Time lag regarding disruptive technology 76
Figure 3.7: External potentials for resource enhancement 79
Figure 3.8: Supporting conditions in regional clusters 85
Figure 3.9: Internal potentials for differentiation 87
Figure 3.10: Promoters to overcome innovation barriers 94
Figure 3.11: Internal potentials for integration 96
Figure 3.12: Heavyweight team structure 98
Figure 3.13: Internal potentials for synergy 102
Figure 3.14: Principal agent problem of corporate incubator 105
Figure 3.15: Incubator selection funnel at Innotec 106
Figure 3.16: Internal and external risks 108
Figure 3.17: Summary of potentials of corporate incubators 110
Figure 4.1: Classification of corporate incubators 112
Figure 4.2: Summary of fast profit incubator 117
Figure 4.3: Case study Siemens Technology Accelerator 118
Figure 4.4: Summary of leveraging incubator 119
Figure 4.5: Case study Nokia Ventures Organization 121
Figure 4.6: Summary of insourcing incubator 123
Figure 4.7: Case study Cisco Ventures 126
Figure 4.8: Summary of market incubator 127
Figure 4.9: Case study Siemens Mobile Acceleration 129
xi Tables
Figure 4.10: Different survival rates by incubator types 132
Figure 5.1: Formation and implementation challenges 135
Figure 5.2: Managerial implications for designing corporate incubators 136
Figure 5.3: Threats to continuation of incubation program 137
Figure 5.4: Cyclical development of incubation activities 140
Figure 5.5: Mission, subgoal and performance measures 145
Figure 5.6: Summary of guiding principles for strategic goals 149
Figure 5.7: Exemplaratory distribution of the three budgeting approaches 157
Figure 5.8: Review of technology venture s attractiveness 164
Figure 5.9: Exit options 167
Figure 5.10: Summary of guiding principles for exit 168
Figure 5.11: Resource flow to technology venture 171
Figure 5.12: Degree of resource flow to technology venture 172
Figure 5.13: Summary of guiding principles for resource flow 174
Figure 5.14: Linking guiding principles to potentials 175
Figure 5.15: Linking guiding principles to incubator types 177
Figure 5.16: Support of technology S curve by different incubator types 178
Figure 5.17: Resource flow per incubator type 179
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| spelling | Becker, Barbara Verfasser aut Corporate incubators potentials, typology and principles Barbara Becker 2003 XIII, 257 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Sankt Gallen, Univ., Diss., 2003 Geschäftseinheit (DE-588)4125281-0 gnd rswk-swf Technologiemanagement (DE-588)4215161-2 gnd rswk-swf USA (DE-588)4078704-7 gnd rswk-swf Europa (DE-588)4015701-5 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Europa (DE-588)4015701-5 g Technologiemanagement (DE-588)4215161-2 s Geschäftseinheit (DE-588)4125281-0 s USA (DE-588)4078704-7 g DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010609130&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Becker, Barbara Corporate incubators potentials, typology and principles Geschäftseinheit (DE-588)4125281-0 gnd Technologiemanagement (DE-588)4215161-2 gnd |
| subject_GND | (DE-588)4125281-0 (DE-588)4215161-2 (DE-588)4078704-7 (DE-588)4015701-5 (DE-588)4113937-9 |
| title | Corporate incubators potentials, typology and principles |
| title_auth | Corporate incubators potentials, typology and principles |
| title_exact_search | Corporate incubators potentials, typology and principles |
| title_full | Corporate incubators potentials, typology and principles Barbara Becker |
| title_fullStr | Corporate incubators potentials, typology and principles Barbara Becker |
| title_full_unstemmed | Corporate incubators potentials, typology and principles Barbara Becker |
| title_short | Corporate incubators |
| title_sort | corporate incubators potentials typology and principles |
| title_sub | potentials, typology and principles |
| topic | Geschäftseinheit (DE-588)4125281-0 gnd Technologiemanagement (DE-588)4215161-2 gnd |
| topic_facet | Geschäftseinheit Technologiemanagement USA Europa Hochschulschrift |
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