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  • 1.
    Anokhin, Sergey
    et al.
    Kent State University, Kent, OH.
    Örtqvist, Daniel
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design.
    Thorgren, Sara
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design.
    Wincent, Joakim
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design.
    Corporate venturing deal syndication and innovation: the information exchange paradox2011Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 44, nr 2, s. 134-151Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Many incumbent corporations make equity investments in young technological start-ups to enhance their innovation effectiveness, and the great majority syndicate at least some of their investments with other incumbents. While syndication is generally held to benefit incumbent corporations, this study demonstrates that it may also be detrimental to corporate innovation, by elaborating the notion of an information exchange paradox - essentially, that information exchanges within CVC networks must, somehow, be both open and closed at the same time. Corporations must try to appropriate the knowledge championed by their investees and fellow-investors, but also protect their own know-how from leaking to competitors. Unlike prior CVC research, we demonstrate that knowledge sharing in open innovation forums may be counterproductive. Using a unique data set of the investment decisions made by 163 corporations over four years we show that, for some, participating in syndicate networks may involve losses that outweigh their gains. Our analysis establishes two key findings. First, corporations need to consider the trade-off between the number of ventures they support and the position they take in their syndication networks. The best strategies appear to be maximizing isolationist (supporting many ventures but staying away from the network centre) or minimizing centralist (supporting few ventures, but occupying a central network position) - the other two options (maximizing centralist and minimizing isolationist strategies) are far less effective in converting CVC investments into corporate innovation. Second, this picture is particularly applicable to highly concentrated industries dominated by several powerful incumbents: in fragmented industries these strategy differences are far less pronounced, so the choice of CVC syndication strategy will depend on other considerations. This supports a contingency view of syndication, implying that ensuring incumbent corporations really benefit from equity investments in start-ups is a not a trivial task for their managers

  • 2.
    Eriksson, Per-Erik
    et al.
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design.
    Patel, Pankaj C.
    Villanova University, Villanova School of Business.
    Rönnberg Sjödin, David
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design.
    Frishammar, Johan
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design.
    Parida, Vinit
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design.
    Managing Interorganizational Innovation Projects: Mitigating the Negative Effects of Equivocality Through Knowledge Search Strategies2016Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 49, nr 6, s. 691-705Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Equivocality, or divergent interpretations and understandings of tasks and knowledge, has negative effects on performance because it increases conflicts and creates communication and coordination challenges in inter-organizational innovation projects. However, equivocality may also stimulate team members to discuss beliefs and interpretations in ways that provide improved understanding of knowledge and tasks. We theorize that mitigation of negative effects of equivocality on project performance is conditional on explorative or exploitative knowledge search mode. Exploitative search (increasing search depth) allows for rapid learning based on the partners' existing knowledge, but it also limits a team's ability to interpret and combine diverse knowledge. Explorative search (increasing search breadth), on the other hand, allows for novel combinations of diverse knowledge and thereby alleviates the negative effect of equivocality on performance. Based on quantitative data from 251 respondents in 52 heavy-engineering innovation projects in four multinational corporations based in Sweden and from their 29 collaborating partner firms worldwide, we find that equivocality reduces project performance, but that joint explorative search mitigates the negative effect of equivocality on project performance. However, we do not find support for the moderation effect of exploitative search on the relationship between equivocality and project performance. Theoretical and managerial contributions as well as limitations and suggestions for future research are presented

  • 3.
    Sirén, Charlotta
    et al.
    University of St Gallen, Institution of Technology Management, Global Center for Entrepreneurship & Innovation .
    Hakala, Henri
    University of Vaasa, Department of Management.
    Wincent, Joakim
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Innovation och Design.
    Grichnik, Dietmar
    University of St Gallen, Institution of Technology Management, Global Center for Entrepreneurship & Innovation .
    Breaking the Routines: Entrepreneurial Orientation, Strategic Learning, Firm Size, and Age2017Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 50, nr 2, s. 145-167Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Drawing upon prior research suggesting inertia prevents organizations from learning, we suggest that the relationship between entrepreneurial orientation (EO) and strategic learning (SL) is not as straightforward and linear as has been suggested. The size and age of an organization, considered indicators of inertia, are important factors affecting how EO contributes to the components of SL. Data from 182 software companies confirm the non-linear relationships between EO and the dissemination, interpretation, and implementation components of SL. The results also indicate that the U-shaped association between EO and specific components of SL is more pronounced for larger and established companies than for younger and smaller ones. These findings depart from previous work based on strategic learning from mistakes, and offer a specific understanding of the relationship between EO and the four distinct components of SL. These results suggest that companies should opt to facilitate the individual components of SL as they are affected differently depending on the level of EO, and the age and size of the organization.

  • 4.
    Sirén, Charlotta
    et al.
    University of St.Gallen, Global Center Entrepreneurship and Innovation, Institute of Technology Management.
    Patel, Pankaj C.
    Villanova University, Villanova School of Business, Management and Operations.
    Örtqvist, Daniel
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Industriell Ekonomi.
    Wincent, Joakim
    Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Industriell Ekonomi. Hanken School of Economics.
    CEO burnout, managerial discretion, and firm performance: The role of CEO locus of control, structural power, and organizational factors2018Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 51, nr 6, s. 953-971Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Despite the possibility of burnout resulting from dynamics in firms' upper echelons, little if any work has focused on chief executive officer's (CEO's) burnout and firm performance. Drawing on managerial discretion theory, this article analyzes the influence of CEO burnout on firm performance and the moderating roles of the individual (CEO locus of control), structural power (CEO duality and CEO tenure), and organizational characteristics (size, age, and resource availability) related to managerial discretion. Using a sample of 156 CEOs in Swedish firms, we find a negative association between CEOs who report higher burnout and firm performance. Our results confirm that CEO duality and resource availability ameliorate and firm size exacerbates the negative association between CEO burnout and firm performance. Contrary to our expectations, CEO locus of control, CEO tenure, and firm age do not influence this relationship. We discuss the implications of our research for upper echelons theory and strategic leadership theory.

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