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Digital Entrepreneurship

E-BookPDF1 - PDF WatermarkE-Book
197 Seiten
Englisch
Springer International Publishingerschienen am02.08.20191st ed. 2019
Digital technologies have become a new economic and social force, reshaping traditional business models, strategies, structures, and processes. Digital entrepreneurship, which focuses on creating new ventures and transforming existing businesses by developing novel digital technologies or their novel usage, is seen as a critical pillar for economic growth, job creation, and innovation by many countries. Further, digital technologies have also enabled the growth of the sharing economy, linking owners and users and disrupting the previous dualism of businesses and customers.

This volume discusses the management of new technology-based firms and technology projects initiated in academic or industrial contexts. The contributions feature new theoretical concepts, ethical considerations, empirical data analysis (qualitative and quantitative), archival and historical methods, design science approaches, action and field research, as well as management science methods, informatics and cybernetics.









Prof. Dr. Ronny Baierl  is the director of the Center for Interdisciplinary Education at the Dresden University of Applied Sciences (Germany). Prior to this, he worked as a professor for business management at the SRH Hochschule Berlin (Germany) and as head of the Competence Center for Corporate Entrepreneurship at the Institute of Technology Management at the University of St. Gallen (Switzerland). His main areas of research are innovation-oriented corporate management as well as entrepreneurial thinking, decision-making, and action.




Prof. Dr. Judith Behrens is professor at Université Libre de Bruxelles (ULB, Belgium), Solvay Brussels School of Economics and Management. She is also fellow professor at the Entrepreneurship Research Institute, Technische Universität München (Germany). Prof. Behrens conducts studies in the area of corporate entrepreneurship, decision-making and innovation outcomes. 




Prof. Dr. Alexander Brem holds the Chair of Technology Management at Friedrich-Alexander-Universität Erlangen-Nürnberg (FAU, Germany). Before joining FAU, Prof. Brem was the professor of Technology and Innovation Management and Head of Innovation and Design Engineering at the Mads Clausen Institute at the University of Southern Denmark in Sønderborg (Denmark). His primary research interest is technology and innovation management with a special focus on interdisciplinary links to psychology, marketing, and entrepreneurship.mehr
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Produkt

KlappentextDigital technologies have become a new economic and social force, reshaping traditional business models, strategies, structures, and processes. Digital entrepreneurship, which focuses on creating new ventures and transforming existing businesses by developing novel digital technologies or their novel usage, is seen as a critical pillar for economic growth, job creation, and innovation by many countries. Further, digital technologies have also enabled the growth of the sharing economy, linking owners and users and disrupting the previous dualism of businesses and customers.

This volume discusses the management of new technology-based firms and technology projects initiated in academic or industrial contexts. The contributions feature new theoretical concepts, ethical considerations, empirical data analysis (qualitative and quantitative), archival and historical methods, design science approaches, action and field research, as well as management science methods, informatics and cybernetics.









Prof. Dr. Ronny Baierl  is the director of the Center for Interdisciplinary Education at the Dresden University of Applied Sciences (Germany). Prior to this, he worked as a professor for business management at the SRH Hochschule Berlin (Germany) and as head of the Competence Center for Corporate Entrepreneurship at the Institute of Technology Management at the University of St. Gallen (Switzerland). His main areas of research are innovation-oriented corporate management as well as entrepreneurial thinking, decision-making, and action.




Prof. Dr. Judith Behrens is professor at Université Libre de Bruxelles (ULB, Belgium), Solvay Brussels School of Economics and Management. She is also fellow professor at the Entrepreneurship Research Institute, Technische Universität München (Germany). Prof. Behrens conducts studies in the area of corporate entrepreneurship, decision-making and innovation outcomes. 




Prof. Dr. Alexander Brem holds the Chair of Technology Management at Friedrich-Alexander-Universität Erlangen-Nürnberg (FAU, Germany). Before joining FAU, Prof. Brem was the professor of Technology and Innovation Management and Head of Innovation and Design Engineering at the Mads Clausen Institute at the University of Southern Denmark in Sønderborg (Denmark). His primary research interest is technology and innovation management with a special focus on interdisciplinary links to psychology, marketing, and entrepreneurship.
Details
Weitere ISBN/GTIN9783030201388
ProduktartE-Book
EinbandartE-Book
FormatPDF
Format Hinweis1 - PDF Watermark
FormatE107
Erscheinungsjahr2019
Erscheinungsdatum02.08.2019
Auflage1st ed. 2019
ReiheFGF Studies in Small Business and Entrepreneurship
Seiten197 Seiten
SpracheEnglisch
IllustrationenXIV, 197 p. 29 illus.
Artikel-Nr.4757482
Rubriken
Genre9200

Inhalt/Kritik

Inhaltsverzeichnis
1;Preface;6
1.1;References;10
2;Contents;11
3;Contributors;12
4;Digital Entrepreneurship and Value Beyond: Why to Not Purely Play Online;14
4.1;1 Introduction;15
4.2;2 Digital Entrepreneurship;16
4.3;3 Brick-and-Mortar, Click-and-Mortar, and Online Pure Playing;19
4.4;4 Method;20
4.5;5 Motives to Not Purely Play Online;23
4.5.1;5.1 Functional Dimension;23
4.5.2;5.2 Emotional and Social Dimension;25
4.5.3;5.3 Economical Dimension;26
4.5.4;5.4 Status Dimension;27
4.6;6 The Future of Online Pure Playing;28
4.7;7 Conclusion;31
4.8;References;31
5;The Role of Innovation and IP in AI-Based Business Models;36
5.1;1 A Short History of Artificial Intelligence (AI);37
5.1.1;1.1 The First Phase of AI: The 1950s;37
5.1.2;1.2 The Second Phase of AI: The Middle of the 1960s to the Middle of 1970s;38
5.1.3;1.3 The Third Phase of AI: The Middle of the 1970s to the Middle of 1980s;38
5.1.4;1.4 The Fourth Phase of AI: The Beginning of the 1990s;38
5.2;2 Overview of AI Applications and AI-Based Business Models;40
5.2.1;2.1 General Forms of AI;40
5.2.2;2.2 Common AI Techniques;41
5.2.3;2.3 Functional AI Applications;42
5.2.4;2.4 Application Fields of AI;44
5.3;3 State of the Art and (Newer) Innovations in AI-Based Business Models;44
5.3.1;3.1 Classification of AI-Based Business Models;44
5.3.2;3.2 Classification in a Monetarization-Defensibility Matrix;45
5.3.3;3.3 Classification Along the Degree of Integration;46
5.3.4;3.4 Implications from AI-Based Business Model Classifications for IP;47
5.4;4 The Role of IP in AI-Based Business Models;47
5.4.1;4.1 Formal and Informal Protection Strategies for Business Models;47
5.4.2;4.2 Challenge to Apply Formal IP Strategies to AI;49
5.4.3;4.3 Status quo in Patenting AI-Related Innovations;51
5.4.4;4.4 IP Protection Strategies for AI-Based Business Models;53
5.4.5;4.5 Conclusions and Managerial Implications;57
5.5;References;66
6;Digital Absorptive Capacity in Blockchain Start-ups;70
6.1;1 Introduction;71
6.2;2 Theoretical Framework and Review of Relevant Literature;72
6.2.1;2.1 The Theoretical Concept of Absorptive Capacity (AC);72
6.2.2;2.2 The Concept of Firm Performance;73
6.2.3;2.3 The Concept of Start-up;73
6.2.4;2.4 What Is Blockchain?;74
6.3;3 Methodology;75
6.3.1;3.1 Objectives;76
6.3.2;3.2 The Survey;76
6.3.3;3.3 First Section: Control and Filter Questions;78
6.3.4;3.4 Second Section: Independent Variable, AC;78
6.3.5;3.5 Third Section: Dependent Variable, Firm Performance;78
6.3.6;3.6 The Sample;78
6.3.7;3.7 Data Management and Statistics;79
6.3.8;3.8 Frequencies: Firm Performance;79
6.3.8.1;3.8.1 Acquisition;81
6.3.8.2;3.8.2 Assimilation;81
6.3.8.3;3.8.3 Transformation;82
6.3.8.4;3.8.4 Exploitation;82
6.3.9;3.9 Level of Absorptive Capacity. Firm Performance;84
6.3.10;3.10 Means: Acquisition, Assimilation, Transformation, and Exploitation Versus Firm Performance;84
6.3.11;3.11 Research Question and Hypotheses Validation;85
6.4;4 Conclusion;87
6.5;Appendix;88
6.6;References;89
7;Entrepreneurship in a New Digital Industry: The Emergence and Growth of Mobile Health;92
7.1;1 Introduction;92
7.2;2 The Emergence of the mHealth Industry;94
7.2.1;2.1 Mobile Internet and Smartphones;94
7.2.2;2.2 Rising Healthcare Costs;95
7.3;3 Overview of Players in the mHealth Industry;96
7.4;4 New Ventures in the mHealth Industry;100
7.5;5 A Research Agenda: Digital Entrepreneurship in Emerging Industries;104
7.6;6 Conclusion;108
7.7;References;109
8;Entrepreneurship as an Innovation Driver in an Industrial Ecosystem;112
8.1;1 Introduction;113
8.2;2 Innovation and Entrepreneurial Ecosystems;114
8.2.1;2.1 Ecosystems, RIS, and Clusters;114
8.2.2;2.2 Entrepreneurial Ecosystems;115
8.2.3;2.3 Interaction Between Entrepreneurial and Innovation Ecosystems;115
8.3;3 Research Design;116
8.4;4 Historical View on the Development of Denmark´s Wind Energy Ecosystem;118
8.4.1;4.1 First Phase: Formative Stage: 1972-1980;119
8.4.2;4.2 Second Phase: Growth Stage: 1980-2000;119
8.4.2.1;4.2.1 Building Trust and Legitimacy in an Emerging Industry;120
8.4.2.2;4.2.2 Unusual Collaboration Arrangements with Suppliers and Competitors;120
8.4.3;4.3 Third Phase: Globalization Stage 2000-2006;121
8.4.3.1;4.3.1 Park Developers as Innovation Intermediaries;121
8.4.3.2;4.3.2 Competition and Internationalization;121
8.4.4;4.4 Fourth Phase: Restructuration Phase 2006-Present;122
8.4.4.1;4.4.1 Changing to an Open Supply Chain Structure: Innovation for a Global Industry;122
8.5;5 A Value Chain View of Entrepreneurial Opportunities;122
8.5.1;5.1 One Industry but Different Maturity Levels;122
8.5.2;5.2 A Substantial Barrier for New Entrants with Digital Technologies;123
8.5.3;5.3 The Value Chain Structure Determines the Gaps for New Entrants;123
8.5.3.1;5.3.1 Three Major Barriers and a Surprise for New Entrants in the Turbine Development Activities;125
8.5.3.2;5.3.2 Opportunities in the Operation and Maintenance Activities of the Value Chain;127
8.5.3.3;5.3.3 Where Did New Entrants Go in the Wind Industry?;127
8.5.4;5.4 The Future of the Industrial Innovation Ecosystem;128
8.6;6 Implications for Research and Practice;129
8.6.1;6.1 Keeping the Innovation and Entrepreneurship in the Region;130
8.7;7 Limitations and Further Research;131
8.8;References;131
9;Virtual Reality as a Digital Learning Tool in Entrepreneurship: How Virtual Environments Help Entrepreneurs Give More Charisma...;135
9.1;1 Background and Assumptions;136
9.2;2 Study Design and Expectations;139
9.3;3 Acoustic Parameters;141
9.4;4 Experiment 1;143
9.4.1;4.1 Participants;143
9.4.2;4.2 Procedure;144
9.4.3;4.3 Acoustic Analysis;146
9.4.4;4.4 Statistical Analysis;147
9.4.5;4.5 Results;149
9.4.6;4.6 Interim Discussion;151
9.5;5 Experiment 2;152
9.5.1;5.1 Method;152
9.5.2;5.2 Results;153
9.5.3;5.3 Discussion of the Production Data;155
9.6;6 Experiment 3;157
9.6.1;6.1 Participants;157
9.6.2;6.2 Stimuli;157
9.6.3;6.3 Procedure;159
9.6.4;6.4 Statistical Analysis;160
9.6.5;6.5 Results;160
9.6.6;6.6 Discussion of the Perception Data;162
9.7;7 General Discussion, Conclusions, and Implications;162
9.8;References;166
10;Effects of Internal Corporate Venturing on the Transformation of Established Companies;171
10.1;1 Corporate Venturing as a Strategic Tool to Transform Established Companies;172
10.2;2 Corporate Venturing to Strengthen Organizational Ambidexterity;174
10.3;3 Research Methods;178
10.3.1;3.1 Data Sample;178
10.3.2;3.2 Data Collection;178
10.3.3;3.3 Data Analysis;180
10.4;4 Results: Two Types of CV Forms with Different Effects on the Transformation of the Core Organization;180
10.5;5 Discussion: Renewing Established Companies in Times of the Digital Transformation with CV;185
10.5.1;5.1 Limitation of the Study;188
10.5.2;5.2 Managerial Implications;189
10.5.3;5.3 Future Research Agenda;190
10.6;References;191
11;The Internet of Things in a Business Context: Implications with Respect to Value Creation, Value Drivers, and Value Capturing;196
11.1;1 Introduction;197
11.2;2 Theoretical Background;198
11.2.1;2.1 The Internet of Things;198
11.2.2;2.2 Value Creation, Value Drivers, and Value Capturing in Traditional Business Environments;200
11.3;3 Value Creation, Value Drivers, and Value Capturing in an IoT Context;201
11.3.1;3.1 Potential Impacts of the IoT on Value Creation;201
11.3.2;3.2 Potential Impacts of the IoT on Value Drivers;202
11.3.3;3.3 Value Capturing in the IoT;203
11.4;4 Discussion;205
11.5;References;207mehr

Autor

Prof. Dr. Ronny Baierl is the director of the Center for Interdisciplinary Education at the Dresden University of Applied Sciences (Germany). Prior to this, he worked as a professor for business management at the SRH Hochschule Berlin (Germany) and as head of the Competence Center for Corporate Entrepreneurship at the Institute of Technology Management at the University of St. Gallen (Switzerland). His main areas of research are innovation-oriented corporate management as well as entrepreneurial thinking, decision-making, and action.



Prof. Dr. Judith Behrens is professor at Université Libre de Bruxelles (ULB, Belgium), Solvay Brussels School of Economics and Management. She is also fellow professor at the Entrepreneurship Research Institute, Technische Universität München (Germany). Prof. Behrens conducts studies in the area of corporate entrepreneurship, decision-making and innovation outcomes.



Prof. Dr. Alexander Brem holds the Chair of Technology Management at Friedrich-Alexander-Universität Erlangen-Nürnberg (FAU, Germany). Before joining FAU, Prof. Brem was the professor of Technology and Innovation Management and Head of Innovation and Design Engineering at the Mads Clausen Institute at the University of Southern Denmark in Sønderborg (Denmark). His primary research interest is technology and innovation management with a special focus on interdisciplinary links to psychology, marketing, and entrepreneurship.