Entrepreneurial team

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Entrepreneur teams are entrepreneurial innovation teams embedded in the core organization of an industrial company and work in a similar way to startups . Entrepreneur teams are responsible for the implementation of ambidexterity in industrial companies. This ensures the optimization of a stable core business and the development of innovative business areas at the same time.

aims

Embedded entrepreneurial teams are ideally staffed with employees from different work areas and given (partial) autonomy . These teams usually develop concepts for the development of integrated, strategic innovations ( technology , business model , organization ) for the development of new business areas . Since these innovations are often of a more radical nature and may contradict the rules of the core organization, embedded entrepreneurial teams usually dedicate themselves to these innovation initiatives in parallel. The focus on optimization of the core business is not taken into account in this case.

Internal entrepreneurial teams are usually responsible for two areas:

  • The further development and expansion of the company as well as the development and establishment of transformational business areas ( diversification ) without taking into account the approach in the core organization.
  • Change in the core organization by transferring the developed concepts to day-to-day business ( spill-over ). This supports the strategic transformation and thus helps to introduce new approaches and methods and thus creates a change in the corporate culture. In addition, new business areas are combined with the core business. ( Synergy effect )

In order to achieve a successful implementation of the developed concepts, the interface between the entrepreneurial team and the core organization must consider the following aspects:

  • Without a connection to the core organization, autonomous units arise that have neither a strategic effect nor a network with the existing core business.
  • Too close a connection between the entrepreneurial team and the core organization does not allow sufficient autonomy and thus endangers the success of the innovation initiative.

The aim here is to get as close as possible to the optimum of the "inverse-u-shape" in the context of the autonomy and success of entrepreneurial teams by designing the interface appropriately. As the head of this innovation team, the employed entrepreneur acts as an interface manager between the core organization and the innovation team. He therefore has a special responsibility for the success of the implementation of organizational ambidexterity.

Individual evidence

  1. ↑ Shona L. Brown, Kathleen M. Eisenhardt: Product Development: Past Research, Present Findings, and Future Directions . In: Academy of Management Review . tape 20 , no. 2 , April 1, 1995, ISSN  0363-7425 , p. 343–378 , doi : 10.5465 / AMR.1995.9507312922 ( aom.org [accessed March 18, 2018]).
  2. ↑ Jérôme Gard, Guido Baltes, Bernhard Katzy: Gard, Baltes, Katzy - 2013 - IAMOT - Managing autonomy of teams in Corporate Entrepreneurship - Evidence from small and medium firms . June 7, 2014 ( researchgate.net [accessed March 18, 2018]).
  3. ^ Designing corporate ventures in the shadow of private venture capital - ProQuest. Retrieved March 18, 2018 .
  4. ^ J. Gard, G. Baltes, B. Katzy: Towards a concept of autonomy for teams developing a new business within existing companies . In: Technology and Innovation 2012 18th International ICE Conference on Engineering . June 2012, p. 1–13 , doi : 10.1109 / ICE.2012.6297655 ( ieee.org [accessed March 18, 2018]).
  5. ^ OB and entrepreneurship: The reciprocal benefits of closer conceptual links . In: Research in Organizational Behavior . tape 24 , January 1, 2002, ISSN  0191-3085 , p. 225–269 , doi : 10.1016 / S0191-3085 (02) 24007-1 ( sciencedirect.com [accessed March 18, 2018]).
  6. ^ R. Duane Ireland, Jeffrey G. Covin, Donald F. Kuratko: Conceptualizing Corporate Entrepreneurship Strategy . ID 1321533. Social Science Research Network, Rochester, NY January 2, 2009 ( ssrn.com [accessed March 18, 2018]).
  7. ↑ Nagji, B. & Tuff, G .: Managing your innovation portfolio . Ed .: Harvard Business Review. tape 90 , no. 5 , 2012, p. 66-74 .
  8. ^ J. Gard, G. Baltes, D. Wehle, B. Katzy: An integrating model of autonomy in corporate entrepreneurship . In: 2013 International Conference on Engineering, Technology and Innovation (ICE) IEEE International Technology Management Conference . June 2013, p. 1–14 , doi : 10.1109 / ITMC.2013.7352658 ( ieee.org [accessed March 18, 2018]).
  9. ^ J. Gard, G. Baltes, B. Katzy: Towards a concept of autonomy for teams developing a new business within existing companies . In: Technology and Innovation 2012 18th International ICE Conference on Engineering . June 2012, p. 1–13 , doi : 10.1109 / ICE.2012.6297655 ( ieee.org [accessed March 18, 2018]).
  10. ↑ Gard, Jérôme, Faculteit der Wiskunde en Natuurwetenschappen: Corporate venture management in SMEs: evidence from the German IT consulting industry. Retrieved March 18, 2018 .