Inhoudsopgave
Summary of articles week 1.1 .......................................................................................................................... 2
(1.1) Why the lean startup changes everything (Blank, 2005) ..................................................................... 2
(1.2) Schumpeter’s view on innovation and entrepreneurship. .................................................................... 4
Notes – Lecture 1.1 .......................................................................................................................................... 6
Summary of articles week 1.2 ........................................................................................................................ 11
(1.3) A multi-dimensional framework of organizational innovation: a systematic review of the literature
11
(1.4) Why implementing corporate innovation is so difficult (2014) .......................................................... 14
(1.5) Surviving disruption (Wessel & Christensen, 2012) ............................................................................ 18
Notes – Lecture 1.2 ........................................................................................................................................ 21
Summary of articles week 2.1 ........................................................................................................................ 26
(2.1) Causation and effectuation: toward a theoretical shift from economic inevitability to entrepreneurial
contingency (2001) ........................................................................................................................................... 26
(2.2) Corporate effectuation: Entrepreneurial action and its impact on R&D project performance (2012) ..... 30
Notes – Lecture 2.1 ........................................................................................................................................ 34
Summary of articles week 2.2 ........................................................................................................................ 38
(2.3) Capabilities for managing service innovation: towards a conceptual framework (2010) ....................... 38
(2.4) Digital innovation strategy – a framework for diagnosing and improving digital product and service
innovation (2015) ............................................................................................................................................. 42
(2.5) The 12 different ways for companies to innovate (2006) ........................................................................ 44
(2.6) Organizing for innovation in the digitized world (2012) .......................................................................... 46
Notes – Lecture 2.2 ........................................................................................................................................ 49
Summary of articles week 3.1 ........................................................................................................................ 53
(3.1) Serving the world’s poor, profitably (2002) ............................................................................................. 53
(3.2) Social entrepreneurship research: a source of explanation, prediction, and delight (2006) .................... 56
(3.3) Social value and organizational performance in non-profit social organizations: Social entrepreneurship,
leadership, and socioeconomic context effects ................................................................................................ 61
Notes – lecture 3.1 ......................................................................................................................................... 65
Summary of articles week 3.2 ........................................................................................................................ 68
(3.4) Your NDP portfolio may be harmful to your businesses’ health............................................................... 68
(3.5) Organizational designs and innovation streams ...................................................................................... 70
Notes – Lecture 3.2 ........................................................................................................................................ 73
Notes – Lecture 4.1 ........................................................................................................................................ 77
Theories of entrepreneurship & innovation – papers & lectures 0
,Summary article week 4.2 .............................................................................................................................. 78
(4.1) Engaging with start-ups to enhance corporate innovation (2015) .......................................................... 78
Notes – Lecture 4.2 ........................................................................................................................................ 83
Summary articles week 5 ............................................................................................................................... 85
(5.1) The relational antecedents of project-entrepreneurship: network centrality, team composition and
project performance (2009) ............................................................................................................................. 85
(5.2) Organizational differences, relational mechanisms, and alliance performance (2012)........................... 88
Notes – lecture 5.1 ......................................................................................................................................... 92
Summary articles week 5.2 ............................................................................................................................ 98
(5.3) The innovation value chain ...................................................................................................................... 98
(5.4) From experience: the agile-stage-gate hybrid model: a promising new approach and a new research
opportunity (2016) ......................................................................................................................................... 102
Notes – lecture 5.2 ....................................................................................................................................... 106
Summary articles week 6.1 .......................................................................................................................... 109
(6.1) Form or substance: the role of business plans in venture capital decision making (2009) .................... 109
(6.2) Network ties, reputation, and the financing of new ventures (2002) .................................................... 112
(6.3) The dynamics of crowdfunding: an exploratory study (2014) ................................................................ 117
Notes – lecture 6.1 ....................................................................................................................................... 119
Summary of articles week 6.2 ...................................................................................................................... 124
(6.4) The dynamic componential model of creativity and innovation in organizations: making progress, making
meaning.......................................................................................................................................................... 124
(6.5) How leaders influence employees’ innovative behaviour ...................................................................... 136
(6.6) How to build collaborative advantage ................................................................................................... 139
Notes – lecture 6.2 ....................................................................................................................................... 142
Theories of entrepreneurship & innovation – papers & lectures 1
,Summary of articles week 1.1
(1.1) Why the lean startup changes everything (Blank, 2005)
• Launching a new enterprise has always been a hit-or-miss proposition. 75% of all start-
ups fail according to a new research by Harvard Business School.
But recently an important countervailing force has emerged, one that can make
the process of starting a company less risky -> “the lean start-up”. And it favors:
Experimentation > elaborate planning
Customer feedback > intuition
Iterative design > traditional “big design up front” development.
• In this article a brief overview of lean start-up techniques and how they’ve evolved is
offered. Most important, there’s explained how, in combination with other business
trends, they could ignite a new entrepreneurial economy.
The fallacy of the perfect business plan
• After decades of watching thousands of stat-ups follow this standard regimen, we’ve
learned at least 3 things:
1. Business plans rarely survive first contact with customers.
2. No one besides venture capitalists and the late Soviet Union requires five-year
plans to forecast complete unknowns. These plans are generally fiction and
dreaming them up is almost always a waste of time.
3. Start-ups are not smaller versions of large companies. They do not unfold in
accordance with master plans. The ones that ultimately succeed go quickly from
failure to failure, all the while adapting, iterating on, and improving their initial
ideas as they continually learn from customers.
• One of the critical differences is that while existing companies execute a business
model, start-ups look for one. This distinction is at the heart of the lean start-up
approach. It shapes the lean definition of a start-up: a temporary organization
designed to search for a repeatable and scalable business model.
• The lean method has 3 key principles.
1. Entrepreneurs accept that all they have on day one is a series of untested
hypotheses. Founders summarize their hypotheses in a framework called a BMC.
2. The “get out of the building” approach is used to test their hypotheses. Also called
customer development. The emphasis is on nimbleness (quick in action) and speed:
New ventures rapidly assemble minimum viable products and immediately elicit
customer feedback. Then, using customers’ input to revise their assumptions, they
start the cycle over again testing redesigned offerings and making further small
adjustments (iterations) or more substantive ones (pivots) to ideas that aren’t
working.
3. Agile development eliminates wasted time and resources by developing the
product iteratively and incrementally.
Stealth Mode’s Declining popularity
• During the dot-com phase, start-ups often operated in “stealth mode” (to avoid
alerting potential competitors to a market opportunity), exposing prototypes to
customers only during highly orchestrated “beta” tests. The lean start-up methodology
makes those concepts obsolete because it holds that in most industries customers
Theories of entrepreneurship & innovation – papers & lectures 2
, feedback matters more that secrecy and that constant feedback yields better results
than cadenced unveilings.
• Those two fundamental percepts crystallized for me during my career as entrepreneur.
Creating an Entrepreneurial, innovation-based economy
• Claim by author: using lean methods across a portfolio of start-ups will result in fewer
failures than using traditional methods.
• A lower start-up failure rate could have profound economic consequences.
• In the past, growth in the number of start-ups was constrained by 5 factors in addition
to the failure rate:
1. The high cost of getting the first customer and the even higher cost of getting the
product wrong.
2. Long technology development cycles.
3. The limited number of people with an appetite for the risks inherent in founding
or working at a start-up.
4. The structure of the venture capital industry, in which a small number of firms each
needed to invest big sums in a handful of start-ups to have a chance at significant
returns.
5. The concentration of real expertise in how to build start-ups (less an issue in
Europe).
• The lean approach reduces the first two constraints by helping new ventures launch
products that customers actually want, far more quickly and cheaply than traditional
methods, and the third by making start-ups less risky. The combination of all these
forces is altering the entrepreneurial landscape.
o Open source software has slashed the cost of software development from
millions of dollars to thousands.
o Another important trend is the decentralization of access to financing.
o The instantaneous availability of information is also a boon to today’s new
ventures.
A new strategy for the 21st-century corporation
• Almost every large company understands that it also needs to deal with ever-
increasing external threats by continually innovating.
The first hundred years of management education focused on building strategies and tools
that formalized execution and efficiency for existing businesses. Now, we have the first set of
tools for searching for new business models as we launch start-up venture.
Theories of entrepreneurship & innovation – papers & lectures 3
, (1.2) Schumpeter’s view on innovation and entrepreneurship.
According to Schumpeter “carrying out innovations is the only function which is fundamental
in his theory”. The purpose of this paper is the analysis of the Schumpeter’s innovation
concept in a context of “first” and “second” Entrepreneurship theory.
Schumpeter’s innovation theory
• According to Schumpeter, consumer preferences are already given and do not undergo
spontaneously. It means that they cannot be cause of the economic change. Moreover,
consumers in the process of economic development play a passive role. In theory of
economic development and further work, Schumpeter described development as
historical process of structural changes, substantially driven by innovation which was
divided by him into 5 types:
1. Launch of a new product or a new species of already known product;
2. Application of new methods of production or sales of a product (not yet proven in
the industry);
3. Opening of a new market (the market for which a branch of the industry was not
yet represented);
4. Acquiring of new sources of supply of raw material or semi-finished goods;
5. New industry structure such as the creation or destruction of a monopoly position.
Receive 3
• Schumpeter argued that anyone seeking profits must innovate. According to
Schumpeter innovation is a “process of industrial mutation, that incessantly (without
interruption) revolutionizes the economic structure from within, incessantly
destroying the old one, incessantly creating a new one”.
• Schumpeter described development as historical process of structural changes,
substantially driven by innovation. He divided the innovation process into 4
dimensions: invention, innovation, diffusion and imitation. Then he puts the dynamic
entrepreneur in the middle of his analysis.
• In Schumpeter’s analysis, the invention phase or the basic innovation have less of an
impact, while the diffusion and imitation process have a much greater influence on the
state of an economy.
• It is not the power of ideas but the power that gets things done. Schumpeter says that
“creative destruction” is “the essence of capitalism”. The “creative destruction”
develops the economy while the entrepreneur performs the function of the change
creator.
Schumpeter’s “First” Entrepreneurship theory
• The vision of the entrepreneur in Schumpeter’s theory is different from the others, in
all these theoretical concepts entrepreneur was simply the organizer and manager of
production or trade. According to Schumpeter this is the definition of
entrepreneurship:
o “The function of entrepreneur is to reform or revolutionize the pattern of
production by exploiting an invention or, more generally, an untried
technological possibility for producing a new commodity or producing an old
one in a new way, by opening up a new source of supply of materials or a new
outlet for products, by reorganizing an industry and so on”.
• Schumpeter finds for entrepreneur three more motives to act, there are:
Theories of entrepreneurship & innovation – papers & lectures 4
Summary of articles week 1.1 .......................................................................................................................... 2
(1.1) Why the lean startup changes everything (Blank, 2005) ..................................................................... 2
(1.2) Schumpeter’s view on innovation and entrepreneurship. .................................................................... 4
Notes – Lecture 1.1 .......................................................................................................................................... 6
Summary of articles week 1.2 ........................................................................................................................ 11
(1.3) A multi-dimensional framework of organizational innovation: a systematic review of the literature
11
(1.4) Why implementing corporate innovation is so difficult (2014) .......................................................... 14
(1.5) Surviving disruption (Wessel & Christensen, 2012) ............................................................................ 18
Notes – Lecture 1.2 ........................................................................................................................................ 21
Summary of articles week 2.1 ........................................................................................................................ 26
(2.1) Causation and effectuation: toward a theoretical shift from economic inevitability to entrepreneurial
contingency (2001) ........................................................................................................................................... 26
(2.2) Corporate effectuation: Entrepreneurial action and its impact on R&D project performance (2012) ..... 30
Notes – Lecture 2.1 ........................................................................................................................................ 34
Summary of articles week 2.2 ........................................................................................................................ 38
(2.3) Capabilities for managing service innovation: towards a conceptual framework (2010) ....................... 38
(2.4) Digital innovation strategy – a framework for diagnosing and improving digital product and service
innovation (2015) ............................................................................................................................................. 42
(2.5) The 12 different ways for companies to innovate (2006) ........................................................................ 44
(2.6) Organizing for innovation in the digitized world (2012) .......................................................................... 46
Notes – Lecture 2.2 ........................................................................................................................................ 49
Summary of articles week 3.1 ........................................................................................................................ 53
(3.1) Serving the world’s poor, profitably (2002) ............................................................................................. 53
(3.2) Social entrepreneurship research: a source of explanation, prediction, and delight (2006) .................... 56
(3.3) Social value and organizational performance in non-profit social organizations: Social entrepreneurship,
leadership, and socioeconomic context effects ................................................................................................ 61
Notes – lecture 3.1 ......................................................................................................................................... 65
Summary of articles week 3.2 ........................................................................................................................ 68
(3.4) Your NDP portfolio may be harmful to your businesses’ health............................................................... 68
(3.5) Organizational designs and innovation streams ...................................................................................... 70
Notes – Lecture 3.2 ........................................................................................................................................ 73
Notes – Lecture 4.1 ........................................................................................................................................ 77
Theories of entrepreneurship & innovation – papers & lectures 0
,Summary article week 4.2 .............................................................................................................................. 78
(4.1) Engaging with start-ups to enhance corporate innovation (2015) .......................................................... 78
Notes – Lecture 4.2 ........................................................................................................................................ 83
Summary articles week 5 ............................................................................................................................... 85
(5.1) The relational antecedents of project-entrepreneurship: network centrality, team composition and
project performance (2009) ............................................................................................................................. 85
(5.2) Organizational differences, relational mechanisms, and alliance performance (2012)........................... 88
Notes – lecture 5.1 ......................................................................................................................................... 92
Summary articles week 5.2 ............................................................................................................................ 98
(5.3) The innovation value chain ...................................................................................................................... 98
(5.4) From experience: the agile-stage-gate hybrid model: a promising new approach and a new research
opportunity (2016) ......................................................................................................................................... 102
Notes – lecture 5.2 ....................................................................................................................................... 106
Summary articles week 6.1 .......................................................................................................................... 109
(6.1) Form or substance: the role of business plans in venture capital decision making (2009) .................... 109
(6.2) Network ties, reputation, and the financing of new ventures (2002) .................................................... 112
(6.3) The dynamics of crowdfunding: an exploratory study (2014) ................................................................ 117
Notes – lecture 6.1 ....................................................................................................................................... 119
Summary of articles week 6.2 ...................................................................................................................... 124
(6.4) The dynamic componential model of creativity and innovation in organizations: making progress, making
meaning.......................................................................................................................................................... 124
(6.5) How leaders influence employees’ innovative behaviour ...................................................................... 136
(6.6) How to build collaborative advantage ................................................................................................... 139
Notes – lecture 6.2 ....................................................................................................................................... 142
Theories of entrepreneurship & innovation – papers & lectures 1
,Summary of articles week 1.1
(1.1) Why the lean startup changes everything (Blank, 2005)
• Launching a new enterprise has always been a hit-or-miss proposition. 75% of all start-
ups fail according to a new research by Harvard Business School.
But recently an important countervailing force has emerged, one that can make
the process of starting a company less risky -> “the lean start-up”. And it favors:
Experimentation > elaborate planning
Customer feedback > intuition
Iterative design > traditional “big design up front” development.
• In this article a brief overview of lean start-up techniques and how they’ve evolved is
offered. Most important, there’s explained how, in combination with other business
trends, they could ignite a new entrepreneurial economy.
The fallacy of the perfect business plan
• After decades of watching thousands of stat-ups follow this standard regimen, we’ve
learned at least 3 things:
1. Business plans rarely survive first contact with customers.
2. No one besides venture capitalists and the late Soviet Union requires five-year
plans to forecast complete unknowns. These plans are generally fiction and
dreaming them up is almost always a waste of time.
3. Start-ups are not smaller versions of large companies. They do not unfold in
accordance with master plans. The ones that ultimately succeed go quickly from
failure to failure, all the while adapting, iterating on, and improving their initial
ideas as they continually learn from customers.
• One of the critical differences is that while existing companies execute a business
model, start-ups look for one. This distinction is at the heart of the lean start-up
approach. It shapes the lean definition of a start-up: a temporary organization
designed to search for a repeatable and scalable business model.
• The lean method has 3 key principles.
1. Entrepreneurs accept that all they have on day one is a series of untested
hypotheses. Founders summarize their hypotheses in a framework called a BMC.
2. The “get out of the building” approach is used to test their hypotheses. Also called
customer development. The emphasis is on nimbleness (quick in action) and speed:
New ventures rapidly assemble minimum viable products and immediately elicit
customer feedback. Then, using customers’ input to revise their assumptions, they
start the cycle over again testing redesigned offerings and making further small
adjustments (iterations) or more substantive ones (pivots) to ideas that aren’t
working.
3. Agile development eliminates wasted time and resources by developing the
product iteratively and incrementally.
Stealth Mode’s Declining popularity
• During the dot-com phase, start-ups often operated in “stealth mode” (to avoid
alerting potential competitors to a market opportunity), exposing prototypes to
customers only during highly orchestrated “beta” tests. The lean start-up methodology
makes those concepts obsolete because it holds that in most industries customers
Theories of entrepreneurship & innovation – papers & lectures 2
, feedback matters more that secrecy and that constant feedback yields better results
than cadenced unveilings.
• Those two fundamental percepts crystallized for me during my career as entrepreneur.
Creating an Entrepreneurial, innovation-based economy
• Claim by author: using lean methods across a portfolio of start-ups will result in fewer
failures than using traditional methods.
• A lower start-up failure rate could have profound economic consequences.
• In the past, growth in the number of start-ups was constrained by 5 factors in addition
to the failure rate:
1. The high cost of getting the first customer and the even higher cost of getting the
product wrong.
2. Long technology development cycles.
3. The limited number of people with an appetite for the risks inherent in founding
or working at a start-up.
4. The structure of the venture capital industry, in which a small number of firms each
needed to invest big sums in a handful of start-ups to have a chance at significant
returns.
5. The concentration of real expertise in how to build start-ups (less an issue in
Europe).
• The lean approach reduces the first two constraints by helping new ventures launch
products that customers actually want, far more quickly and cheaply than traditional
methods, and the third by making start-ups less risky. The combination of all these
forces is altering the entrepreneurial landscape.
o Open source software has slashed the cost of software development from
millions of dollars to thousands.
o Another important trend is the decentralization of access to financing.
o The instantaneous availability of information is also a boon to today’s new
ventures.
A new strategy for the 21st-century corporation
• Almost every large company understands that it also needs to deal with ever-
increasing external threats by continually innovating.
The first hundred years of management education focused on building strategies and tools
that formalized execution and efficiency for existing businesses. Now, we have the first set of
tools for searching for new business models as we launch start-up venture.
Theories of entrepreneurship & innovation – papers & lectures 3
, (1.2) Schumpeter’s view on innovation and entrepreneurship.
According to Schumpeter “carrying out innovations is the only function which is fundamental
in his theory”. The purpose of this paper is the analysis of the Schumpeter’s innovation
concept in a context of “first” and “second” Entrepreneurship theory.
Schumpeter’s innovation theory
• According to Schumpeter, consumer preferences are already given and do not undergo
spontaneously. It means that they cannot be cause of the economic change. Moreover,
consumers in the process of economic development play a passive role. In theory of
economic development and further work, Schumpeter described development as
historical process of structural changes, substantially driven by innovation which was
divided by him into 5 types:
1. Launch of a new product or a new species of already known product;
2. Application of new methods of production or sales of a product (not yet proven in
the industry);
3. Opening of a new market (the market for which a branch of the industry was not
yet represented);
4. Acquiring of new sources of supply of raw material or semi-finished goods;
5. New industry structure such as the creation or destruction of a monopoly position.
Receive 3
• Schumpeter argued that anyone seeking profits must innovate. According to
Schumpeter innovation is a “process of industrial mutation, that incessantly (without
interruption) revolutionizes the economic structure from within, incessantly
destroying the old one, incessantly creating a new one”.
• Schumpeter described development as historical process of structural changes,
substantially driven by innovation. He divided the innovation process into 4
dimensions: invention, innovation, diffusion and imitation. Then he puts the dynamic
entrepreneur in the middle of his analysis.
• In Schumpeter’s analysis, the invention phase or the basic innovation have less of an
impact, while the diffusion and imitation process have a much greater influence on the
state of an economy.
• It is not the power of ideas but the power that gets things done. Schumpeter says that
“creative destruction” is “the essence of capitalism”. The “creative destruction”
develops the economy while the entrepreneur performs the function of the change
creator.
Schumpeter’s “First” Entrepreneurship theory
• The vision of the entrepreneur in Schumpeter’s theory is different from the others, in
all these theoretical concepts entrepreneur was simply the organizer and manager of
production or trade. According to Schumpeter this is the definition of
entrepreneurship:
o “The function of entrepreneur is to reform or revolutionize the pattern of
production by exploiting an invention or, more generally, an untried
technological possibility for producing a new commodity or producing an old
one in a new way, by opening up a new source of supply of materials or a new
outlet for products, by reorganizing an industry and so on”.
• Schumpeter finds for entrepreneur three more motives to act, there are:
Theories of entrepreneurship & innovation – papers & lectures 4
