Browsing by Person "Allmendinger, Martin P."

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Den „Generationenkonflikt“ durch richtige Kooperation überwinden – was Startups von Großunternehmen erwarten
(2017) Allmendinger, Martin P.; Kuckertz, Andreas
Der Zusammenarbeit von etablierten Großunternehmen mit Startups wird in Deutschland und insbesondere in Baden-Württemberg große Bedeutung eingeräumt, um im globalen Innovationswettbewerb weiter erfolgreich sein zu können. Wir zeigen, basierend auf aktuellen Umfragedaten, wie Startup-Unternehmer aus Baden-Württemberg das Kooperationsverhalten von Großunternehmen beurteilen und mit welchen Maßnahmen Unternehmen und Politik mehr Kooperation fördern können. Etablierte Großunternehmen sollten mehr Empathie für Startups aufbringen und dies durch mehr Offenheit und einen hohen Grad an Verpflichtung bei der Zusammenarbeit über alle Hierarchieebenen hinweg deutlich machen. Die Politik kann Kooperation als Vermittler direkt und indirekt unterstützen.
Towards asymmetric partnership management against the background of corporate entrepreneurship and open innovation literature
(2019) Allmendinger, Martin P.; Kuckertz, Andreas
The disruptive force of digitalisation and the acceleration of the innovation markets are radically changing the way in which large and established organisations innovate and how they bring new solutions to existing and new markets. Large corporate firms have started to rethink their innovation strategy by enabling partnerships with new and smaller innovation partners such as highly-skilled and technology-driven startups. To leverage the full innovation market potential, large firms seek opportunities and mechanisms to effectively manage these asymmetric partnerships and to ultimately generate new strategic competitive advantages. Based on the corporate entrepreneurship and open innovation literature, this dissertation offers broad and deep insights on the still under-researched phenomenon of Asymmetric Partnership Management. By including the perspectives of both partners, this manuscript highlights the necessity for large corporate firms to reconsider their collaborative innovation behaviour in terms of the individual needs of startup entrepreneurs. The results of the empirical studies demonstrate that large firms are willing to learn from the startup community and proactively pave the way for asymmetric partnerships by testing and maintaining new structures, processes, and activities. Large corporate firms invest in a startup-oriented partnership capability to increase the effectiveness of their Asymmetric Partnership Management and to ultimately become an innovation partner of choice. However, startup entrepreneurs are more willing to enter asymmetric partnerships when they perceive large corporate firms to be trustworthy based on different partner selection criteria. The findings of this dissertation contribute to entrepreneurship, innovation, partnership, and trust research and have practical implications for the future orientation and design of innovation and partner management of large firms. In addition to innovation managers, startup entrepreneurs can benefit from these insights and learn to improve their collaborative behaviour and to proactively realise the full potential of innovation-oriented partnerships.