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Process ambidexterity in startups innovation

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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
The article is of theoretical and empirical character. The main objective is to identify certain conditions related to the innovative ambidexterity of Polish startups. The objective implementation protocol of the study determined its structure. Its first part presents the most important theoretical concepts related to the presented issues. In particular, on the basis of the literature on the subject, analyses of the innovative ambidexterity. Moreover a start-up was equated with a company operating no longer than a year, which offers an innovative solution. Theoretical considerations provided the basis for the empirical presentation of the results of the author's own research conducted in 2019 in Poland on startups. On the basis of the outcome it has been established the most important factors determining innovative ambidexterity in startups are: having access to external source of financing and to external infrastructure as well as the acquisition of a license/patent. Moreover it has been diagnosed that create innovation and simultaneously reduce in startups the tension between exploitation and exploration activities to a large extent rely on external sources when implementing their innovation processes. For the theory on management, the theoretical-empirical deliberations presented in the article may be a valuable source of information within the scope of the influence the particular elements of innovative ambidexterity have on startups. However, for entrepreneurs they may be an impulse in the field of effective use of the innovative ambidexterity in the process of building competitiveness of young companies in Poland.
Wydawca
Rocznik
Tom
Strony
27--32
Opis fizyczny
Bibliogr. 33 poz., tab.
Twórcy
  • University of Szczecin Faculty of Economics, Finance and Management Institute of Management Department of Support Decision’s Methods and Cognitive Neuroscience ul. Mickiewicza 64, 71-101 Szczecin, Poland
Bibliografia
  • [1] Almahendra R., Ambos, B.: Exploration and exploitation: a 20-year review of evolution and reconceptualisation. International Journal of Innovation Management, vol. 19(01), 2015.
  • [2] Andriopoulos C., Lewis M. W.: Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation. Organization science, vol. 20(4), pp. 696-717, 2009.
  • [3] Birkinshaw J., Gupta K.: Clarifying the distinctive contribution of ambidexterity to the field of organization studies. Academy of Management Perspectives, vol. 27(4), pp. 287- 298, 2013.
  • [4] Blank S., Dorf B.: The startup owner's manual: The step-bystep guide for building a great company. BookBaby, 2012.
  • [5] Blank S., Euchner J.: The Genesis and Future of Lean Startup: An Interview with Steve Blank. Research-Technology Management, vol. 61(5), pp. 15-21, 2018.
  • [6] Brem A.: Creativity and routine: conceptual considerations on managing organisational ambidexterity in entrepreneurial ventures. International Journal of Entrepreneurship and Innovation Management, vol. 21(3), pp. 261-273, 2017.
  • [7] Chen M., Yang Z., Dou W., Wang F.: Flying or dying? Organizational change, customer participation, and innovation ambidexterity in emerging economies. Asia Pacific Journal of Management, vol. 35(1), pp. 97-119, 2018.
  • [8] Coccia M.: Radical Innovations as Drivers of Breakthroughs: Characteristics and Properties of the Management of Technology Leading to Superior Organizational Performance in the Discovery Process of R&D Labs. Technology Analysis & Strategic Management, vol. 28 (4), pp. 381-395, 2016,
  • [9] Performance. Creativity and innovation management, vol.24(3), pp. 359-372, 2015.
  • [10] Felício J.A., Caldeirinha V., Dutra A.: Ambidextrous capacity in small and medium-sized enterprises. Journal of Business Research, vol. 101, pp. 607-614, 2019.
  • [11] Gilbert D.H, Smith A., Sutherland F.: Osmotic strategy: Innovating at the core to inspire at the edges. Organizational Dynamics, vol. 44.3, pp. 217-225, 2015.
  • [12] Goel S., Jones R. J.: Entrepreneurial exploration and exploitation in family business: A systematic review and future directions. Family Business Review, vol. 29(1), pp. 94-120, 2016.
  • [13] Guisado-González M., González-Blanco J., Coca-Pérez J.L.: Analyzing the relationship between exploration, exploitation and organizational innovation. Journal of Knowledge Management, 21(5), pp. 1142-1162, 2017.
  • [14] Jansen J. J., Kostopoulos K.C., Mihalache O.R., Papalexandris A.: A socio-psychological perspective on team ambidexterity: The contingency role of supportive leadership behaviours. Journal of Management Studies, vol. 53(6), pp. 939-965, 2016.
  • [15] Jen Huang C., Ju Li C.: Exploration for the relationship between innovation, IT and performance. Journal of Intellectual Capital, vol. 6(2), pp. 237-252, 2005,
  • [16] Li D., Lin J., Cui W., Qian Y.: The trade-off between knowledge exploration and exploitation in technological innovation. Journal of Knowledge Management, vol. 22(4), pp. 781-801, 2018.
  • [17] Li Y., Vanhaverbeke W., Schoenmakers W.: Exploration and exploitation in innovation: Reframing the interpretation. Creativity and innovation management, vol. 17(2), pp. 107-126, 2008.
  • [18] March James G.: Exploration and exploitation in organizational learning. "Organization science, vol. 2(1) pp. 71-87, 1991.
  • [19] Mueller S., Volery T., von Siemens B.: What do entrepreneurs actually do? An observational study of entrepreneurs’ everyday behavior in the start-up and growth stages. Entrepreneurship Theory and Practice, vol. 36(5), pp. 995-1017, 2012.
  • [20] Müller S. D., Påske N., Rodil L.: Managing Ambidexterity in Startups Pursuing Digital Innovation. Communications of the Association for Information Systems, vol. 44, pp. 273- 298, 2019.
  • [21] Perlow L.A., Okhuysen G.A., Repenning, N.P.: The speed trap: Exploring the relationship between decision making and temporal context. Academy of Management journal, vol. 45(5), pp. 931-955, 2002.
  • [22] Piao M.: A long life after exploitation and exploration. European journal of innovation management, vol. 17(2), pp. 209-228, 2014.
  • [23] Reis E.: The lean startup. New York: Crown Business, 2012.
  • [24] Rhee M., Kim T. 2016.: Exploration and exploitation. in M. Augier, D.J. Teece, The Palgrave encyclopedia of strategic management. Palgrave Macmillan, London, 2016 https://doi.org/10.1057/978-1-349-94848-2_388-1.
  • [25] Sariol A.M., Abebe M.A.: The influence of CEO power on explorative and exploitative organizational innovation. Journal of Business Research, 73, pp. 38-45, vol. 2017.
  • [26] Schreuders J., Legesse A.: Organizational ambidexterity: How small technology firms balance innovation and support. Technology Innovation Management Review, vol. 2(2), pp. 17-21, 2012.
  • [27] Sipe L.J.: How do senior managers influence experience innovation? Insights from a hospitality marketplace. International Journal of Hospitality Management, vol. 54, pp. 75- 83, 2012.
  • [28] Skala A.: The Startup as a Result of Innovative Entrepreneurship. In: Digital Startups in Transition Economies. Palgrave Pivot, Cham, 2019, pp. 1-40.
  • [29] Smith W.K., Lewis M.W.: Toward a theory of paradox: A dynamic equilibrium model of organizing. Academy of Management Review, vol. 36, pp. 381-403, 2011,
  • [30] Still K.: Accelerating research innovation by adopting the lean startup paradigm. Technology Innovation Management Review, vol. 7(5), pp. 32-43, 2017,
  • [31] Wasserman N.: The founder's dilemmas: Anticipating and avoiding the pitfalls that can sink a startup. Princeton University Press, 2012.
  • [32] Zakrzewska-Bielawska A.: Strategie rozwoju przedsiębiorstw: nowe spojrzenie. Polskie Wydawnictwo Ekonomiczne, Warszawa, 2018.
  • [33] Zakrzewska-Bielawska A.: "Struktury organizacyjne sprzyjające odnowie organizacyjnej przedsiębiorstw: ambidextrous approach”. Management Forum., vol. 3. No. 1, pp. 105-111, 2015.
Uwagi
Opracowanie rekordu ze środków MNiSW, umowa Nr 461252 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2021).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-a0fc2016-8369-42f2-af59-01fc7d2f68e3
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