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Das Beste aus zwei Welten

Das Beste aus zwei Welten
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Year:    2022

Author:    Tietz, Rigo, Kugler, Petra, Weis, Franziska, Lux, Wilfried, Scheler, Sebastian

Der Betriebswirt, Vol. 63 (2022), Iss. 2 : pp. 69–95

Abstract

Established companies and start-ups act very differently on their respective markets. The particular differences and commonalities with respect to market penetration and market development have been defined in an online Delphi survey with 120 respondents. The results are based on a quantitative and qualitative survey and exchange between established companies and start-ups can add value for both company types. Established com-panies can learn from start-ups to be more innovative, flexible and fast. Start-ups can benefit from the long-standing experiences and relationships of the established companies. A combination of both strengths can help to overcome challenges and offset the weaknesses of the respective other. The best of both worlds means to try something new and preserve the existing, to seize new opportunities and avoid risks or to decide rationally without suppressing the entrepreneurial intuition.

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Journal Article Details

Publisher Name:    Global Science Press

Language:    German

DOI:    https://doi.org/10.3790/dbw.63.2.69

Der Betriebswirt, Vol. 63 (2022), Iss. 2 : pp. 69–95

Published online:    2022-04

AMS Subject Headings:    Duncker & Humblot, Deutscher Betriebswirte-Verlag GmbH

Copyright:    COPYRIGHT: © Global Science Press

Pages:    27

Keywords:   

Author Details

Tietz, Rigo

Kugler, Petra

Weis, Franziska

Lux, Wilfried

Scheler, Sebastian

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  44. Anthony, S. D. (2012): The New Corporate Garage. Harvard Business Review, 90(9), 44–53.  Google Scholar
  45. Blank, S. (2013): Why the lean start-up changes everything. Harvard Business Review, (5), 64–72. https://hbr.org/2013/05/why-the-lean-start-up-changes-everything.  Google Scholar
  46. Bundesamt für Statistik (2019): Neugründungen – Das Wichtigste in Kürze. Abgerufen am 14.01.2022 unter: https://www.bfs.admin.ch/bfs/de/home/statistiken/industrie-dienstleistungen/unternehmen-beschaeftigte/unternehmensdemografie/neugruendungen-ueberlebensraten.html.  Google Scholar
  47. Dane, E./Pratt, M. G. (2007): Exploring Intuition and Its Role in Managerial Decision Making. The Academy of Management Review, 32(1), 33–54. https://doi.org/10.2307/20159279.  Google Scholar
  48. Das, T. K./He, I. (2006): Entrepreneurial firms in search of established partners: review and recommendations. International Journal of Entrepreneurial Behaviour & Research, 12, 114–143. https://doi.org/10.1108/13552550610667422.  Google Scholar
  49. de Villiers, M./de Villiers, P./Kent, A. (2005): The Delphi technique in health sciences education research. Medical teacher, 27(7), 639–643. https://doi.org/10.1080/13611260500069947.  Google Scholar
  50. Depiereux, P. (2021): 5 Fragen zum MVP. Computerwoche. Abgerufen am 18.012022 unter: https://www.computerwoche.de/a/5-fragen-zum-mvp,3544544.  Google Scholar
  51. Dew, N./Read, S./Sarasvathy, S. D./Wiltbank, R. (2009): Effectual versus predictive logics in entrepreneurial decision-making: Differences between experts and novices. Journal of Business Venturing, 24(4), 287–309. https://doi.org/10.1016/j.jbusvent.2008.02.002.  Google Scholar
  52. Engels, B./Röhl, K.-H. (2020): Start-ups und Mittelstand. Potenziale und Herausforderungen von Kooperationen. IW-Analysen, Nr. 134. https://www.iwkoeln.de/fileadmin/user_upload/Studien/IW-Analysen/PDF/2019/IW-Analyse_134_Start-ups_und_Mittelstand.pdf.  Google Scholar
  53. Felin, T./Gambardella, A./Stern, S./Zenger, T. (2019): Lean startup and the business model: experimentation revisited. Long Range Planning, 53(4). https://doi.org/10.1016/j.lrp.2019.06.002.  Google Scholar
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  55. Glaser, B. G./Strauss, A. L. (1967): The Discovery of Grounded Theory: Strategies for Qualitative Research. Chicago: Aldine de Gruyter.  Google Scholar
  56. Govindarajan, V./Trimble, C. (2010): The Other Side of Innovation: Solving the Execution Challenge. Boston, MA: Harvard Business School Publishing.  Google Scholar
  57. Greiner, L. E. (1998): Evolution and Revolution as Organizations Grow (Revised and Reprinted). Harvard Business Review, (May–June), 55–67. https://hbr.org/1998/05/evolution-and-revolution-as-organizations-grow.  Google Scholar
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  60. Hirschbiegel, T. (2001): Viele PC-Spiele kommen unausgereift und fehlerhaft auf den Markt: Das Bananenprinzip. Berliner Zeitung. Abgerufen am 14.01.2022 unter: https://www.berliner-zeitung.de/viele-pc-spiele-kommen-unausgereift-und-fehlerhaft-auf-den-markt-das-bananenprinzip-li.6960?pid=true.  Google Scholar
  61. Khatri, N./Ng, H. A. (2000): The Role of Intuition in Strategic Decision Making. Human Relations, 53(1), 57–86. https://doi.org/10.1177/0018726700531004.  Google Scholar
  62. Kohler, T. (2016): Corporate accelerators: Building bridges between corporations and startups. Business Horizons, 59(3), 347–357. https://doi.org/10.1016/j.bushor.2016.01.008.  Google Scholar
  63. Leatherbee, M./Katila, R. (2020): The lean startup method: Early‐stage teams and hypothesis‐based probing of business ideas. Strategic Entrepreneurship Journal, 14(4), 570–593. https://doi.org/10.1002/sej.1373.  Google Scholar
  64. Löher, J./Paschke, M./Schröder, C. (2017): Kooperationen zwischen etabliertem Mittelstand und Start-ups. IfM-Materialien Nr. 258. https://www.ifm-bonn.org/fileadmin/data/redaktion/publikationen/ifm_materialien/dokumente/IfM-Materialien-258_2017.pdf.  Google Scholar
  65. Mengual-Andrés, S./Roig-Vila, R./Mira, J. B. (2016): Delphi study for the design and validation of a questionnaire about digital competences in higher education. International Journal of Educational Technology in Higher Education, 13(1), 1–11. https://doi.org/10.1186/s41239-016-0009-y.  Google Scholar
  66. Miller, D./Friesen, P. H. (1984): A Longitudinal Study of the Corporate Life Cycle. Management Science, 30(10), 1161–1183. https://doi.org/10.1287/mnsc.30.10.1161.  Google Scholar
  67. Osterwalder, A./Pigneur, Y. (2010): Business model generation: A handbook for visionaries, game changers, and challengers. Hoboken, NJ: Wiley.  Google Scholar
  68. Ries, E. (2011): The lean startup: How today’s entrepreneurs use continuous innovation to create radically. New York, NY: Crown Publishing Group.  Google Scholar
  69. Ries, E. (2012): Lean Startup: schnell, risikolos und erfolgreich Unternehmen gründen. München: Redline Verlag, Münchner Verlagsgruppe GmbH.  Google Scholar
  70. Rowe, G./Wright, G. (1999): The Delphi technique as a forecasting tool: issues and analysis. International Journal of Forecasting, 15(4), 353–375. https://doi.org/10.1016/S0169-2070(99)00018-7.  Google Scholar
  71. Sarasvathy, S. D. (2001): Causation and Effectuation: Toward a Theoretical Shift from Economic Inevitability to Entrepreneurial Contingency. Academy of Management Review, 26(2), 243–263. https://doi.org/10.5465/amr.2001.4378020.  Google Scholar
  72. Sarasvathy, S. D. (2008): Effectuation: Elements of entrepreneurial expertise. Northampton, MA, US: Edward Elgar Publishing. https://doi.org/10.4337/9781848440197.  Google Scholar
  73. Schoss, J. (2013): Was etablierte Unternehmen von Start-ups lernen können. In D. Grichnik & H. Gassmann (Eds.), Das unternehmerische Unternehmen: Revitalisieren und Gestalten der Zukunft mit Effectuation – Navigieren und Kurshalten in stürmischen Zeiten (S. 53–65). SpringerGabler.  Google Scholar
  74. Schröder, D. (2017): Heidelberger Druckmaschinen: Und immer an den Kunden denken! brand eins. https://www.brandeins.de/magazine/brand-eins-wirtschaftsmagazin/2017/strategie/und-immer-an-den-kunden-denken.  Google Scholar
  75. Shapiro, S./Spence, M. T. (1997): Managerial intuition: A conceptual and operational framework. Business Horizons, 40(1), 63–68. https://EconPapers.repec.org/RePEc:eee:bushor:v:40:y:1997:i:1:p:63-68.  Google Scholar
  76. Stinchcombe, A. L. (1965): Social structure and organizations. Indianapolis, IN: Bobbs-Merrill.  Google Scholar
  77. Weiblen, T./Chesbrough, H. W. (2015): Engaging with Startups to Enhance Corporate Innovation. California Management Review, 57(2), 66–90. https://doi.org/10.1525/cmr.2015.57.2.66.  Google Scholar
  78. Weinberg, G. M. (2011): An Introduction to General Systems Thinking. New York, NY: Dorset House Publishing.  Google Scholar
  79. Wiltbank, R., Dew, N., Read, S., & Sarasvathy, S. D. (2006): What to do next? The case for non-predictive strategy. Strategic Management Journal, 27(10), 981–998. https://doi.org/10.1002/smj.555.  Google Scholar
  80. Wrobel, M./Schildhauer, T./Preiß, K. (2017): Kooperationen zwischen Startups und Mittelstand. Learn. Match. Partner. Eine Studie des Alexanders von Humboldt Institut für Internet und Gesellschaft in Kooperation mit Spielfeld Digital Hub. https://www.hiig.de/wp-content/uploads/2017/11/Kooperationen_Startups_Mittelstand_small.pdf.  Google Scholar
  81. Yeoh, P.-L. (2019): A critical assessement of skills and knowledge for entry-level marketing jobs: a delphi study. Marketing Education Review, 29(4), 242–265. https://doi.org/10.1080/10528008.2019.1661258.  Google Scholar
  82. Zellweger, T. M./Zenger, T. R. (2021): Entrepreneurs as scientists: A pragmatist approach to producing value out of uncertainty. Academy of Management Review. https://doi.org/10.5465/amr.2020.0503.  Google Scholar

Section Title Page Action Price
Rigo Tietz et al.: Das Beste aus zwei Welten. Wie etablierte Unternehmen und Start-ups Märkte erschließen 69
Abstract 69
Zusammenfassung 70
1. Einleitung 70
2. Methodik 73
2.1. Datenerhebung 73
2.2. Datenauswertung 76
3. Herleitung der Hypothesen 76
3.1. Ideenentwicklung und Innovationen 77
3.2. Zugang zu Märkten und Vertriebskanälen 69
3.3. Fähigkeiten zur Nutzung von Chancen 69
3.4. Intuitive oder rationale Entscheidungen 69
3.5. Kompetenzen von Spezialisten oder Generalisten 69
3.6. Kurze oder langjährige Geschäftsbeziehungen 69
4. Empirische Ergebnisse 69
4.1. Ideenentwicklung und Innovationen 69
4.2. Zugang zu Märkten und Vertriebskanälen 69
4.3. Fähigkeiten zur Nutzung von Chancen 69
4.4. Intuitive oder rationale Entscheidungen 69
4.5. Kompetenzen von Spezialisten oder Generalisten 69
4.6. Kurze oder langfristige Geschäftsbeziehungen 70
5. Diskussion und Fazit 70
Quellenverzeichnis 70