Organizational ambidexterity and corporate entrepreneurship : the differential effects on venturing, innovation and renewal processes

Most corporate entrepreneurship studies have focused on either innovation, venturing or strategic renewal making comparison between the antecedents of all three aspects of corporate entrepreneurship difficult. Moreover, studies on corporate entrepreneurship hardly address organizational antecedents, while simultaneously managing and organizing CE and mainstream activities has been seen as a major challenge for incumbent firms. Our findings show that organizational ambidexterity has strong and differential effects on venturing, innovation and renewal. We find, for example, that innovation is affected by horizontal integration, while strategic renewal is significantly influenced by integration on top management team level.

Is the sum more than the corporate entrepreneurship parts? the different effects of social capital on innovation, venturing, and renewal processes

Principal Topic Although corporate entrepreneurship is of vital importance for long-term firm survival and growth (Zahra and Covin, 1995), researchers still struggle with understanding how to manage corporate entrepreneurship activities. Corporate entrepreneurship consists of three parts: innovation, venturing, and renewal processes (Guth and Ginsberg, 1990). Innovation refers to the development of new products, venturing to the creation of new businesses, and renewal to redefining existing businesses (Sharma, and Chrisman, 1999; Verbeke et al., 2007). Although there are many studies focusing on one of these aspects (cf. Burgelman, 1985; Huff et al., 1992), it is very difficult to compare the outcomes of these studies due to differences in contexts, measures, and methodologies. This is a significant lack in our understanding of CE, as firms engage in all three aspects of CE, making it important to compare managerial and organizational antecedents of innovation, venturing and renewal processes. Because factors that may enhance venturing activities may simultaneously inhibit renewal activities. The limited studies that did empirically compare the individual dimensions (cf. Zahra, 1996; Zahra et al., 2000; Yiu and Lau, 2008; Yiu et al., 2007) generally failed to provide a systematic explanation for potential different effects of organizational antecedents on innovation, venturing, and renewal. With this study we aim to investigate the different effects of structural separation and social capital on corporate entrepreneurship activities. The access to existing and the development of new knowledge has been deemed of critical importance in CE-activities (Floyd and Wooldridge, 1999; Covin and Miles, 2007; Katila and Ahuja, 2002). Developing new knowledge can be facilitated by structurally separating corporate entrepreneurial units from mainstream units (cf. Burgelman, 1983; Hill and Rothaermel, 2003; O'Reilly and Tushman, 2004). Existing knowledge and resources are available through networks of social relationships, defined as social capital (Nahapiet and Ghoshal, 1998; Yiu and Lau, 2008). Although social capital has primarily been studied at the organizational level, it might be equally important at top management level (Belliveau et al., 1996). However, little is known about the joint effects of structural separation and integrative mechanisms to provide access to social capital on corporate entrepreneurship. Could these integrative mechanisms for example connect the separated units to facilitate both knowledge creation and sharing? Do these effects differ for innovation, venturing, and renewal processes? Are the effects different for organizational versus top management team integration mechanisms? Corporate entrepreneurship activities have for example been suggested to take place at different levels. Whereas innovation is suggested to be a more bottom-up process, strategic renewal is a more top-down process (Floyd and Lane, 2000; Volberda et al., 2001). Corporate venturing is also a more bottom-up process, but due to the greater required resource commitments relative to innovation, it ventures need to be approved by top management (Burgelman, 1983). As such we will explore the following key research question in this paper: How do social capital and structural separation on organizational and TMT level differentially influence innovation, venturing, and renewal processes? Methodology/Key Propositions We investigated our hypotheses on a final sample of 240 companies in a variety of industries in the Netherlands. All our measures were validated in previous studies. We targeted a second respondent in each firm to reduce problems with single-rater data (James et al., 1984). We separated the measurement of the independent and the dependent variables in two surveys to create a one-year time lag and reduce potential common method bias (Podsakoff et al., 2003). Results and Implications Consistent with our hypotheses, our results show that configurations of structural separation and integrative mechanisms have different effects on the three aspects of corporate entrepreneurship. Innovation was affected by organizational level mechanisms, renewal by integrative mechanisms on top management team level and venturing by mechanisms on both levels. Surprisingly, our results indicated that integrative mechanisms on top management team level had negative effects on corporate entrepreneurship activities. We believe this paper makes two significant contributions. First, we provide more insight in what the effects of ambidextrous organizational forms (i.e. combinations of differentiation and integration mechanisms) are on venturing, innovation and renewal processes. Our findings show that more valuable insights can be gained by comparing the individual parts of corporate entrepreneurship instead of focusing on the whole. Second, we deliver insights in how management can create a facilitative organizational context for these corporate entrepreneurship activities.

Renewal Processes of Mittag-Leffler and Wright Type

2000 MSC: 26A33, 33E12, 33E20, 44A10, 44A35, 60G50, 60J05, 60K05.

Limiting Distributions for Lifetimes in Alternating Renewal Processes

2000 Mathematics Subject Classification: 60K05

Bayesian Analysis of a Superimposed Renewal Process

Stochastic behavior of an aero-engine failure/repair process has been analyzed from a Bayesian perspective. Number of failures/repairs in the component-sockets of this multi-component system are assumed to follow independent renewal processes with Weibull inter-arrival times. Based on the field failure/repair data of a large number of such engines and independent Gamma priors on the scale parameters and log-concave priors on the shape parameters, an exact method of sampling from the resulting posterior distributions of the parameters has been proposed. These generated parameter values are next utilised in obtaining the posteriors of the expected number of system repairs, system failure rate, and the conditional intensity function, which are computed using a recursive formula.

In Search of Corporate Renewal: How to Benefit from Corporate Venturing?

Despite the rapid change in today's business environment there are relatively few studies about corporate renewal. This study aims for its part at filling that research gap by studying the concepts of strategy, corporate renewal, innovation and corporate venturing. Its purpose is to enhance our understanding of how established companies operating in dynamic and global environment can benefit from their corporate venturing activities. The theoretical part approaches the research problem in corporate and venture levels. Firstly, it focuses on mapping the determinants of strategy and suggests using industry, location, resources, knowledge, structure and culture, market, technology and business model to assess the environment and using these determinants to optimize speed and magnitude of change.Secondly, it concludes that the choice of innovation strategy is dependent on the type and dimensions of innovation and suggests assessing market, technology, business model as well as novelty and complexity related to each of them for choosing an optimal context for developing innovations further. Thirdly, it directsattention on processes through which corporate renewal takes place. On corporate level these processes are identified as strategy formulation, strategy formation and strategy implementation. On the venture level the renewal processes are identified as learning, leveraging and nesting. The theoretical contribution of this study, the framework of strategic corporate venturing, joins corporate and venture level management issues together and concludes that strategy processes and linking processes are the mechanism through which continuous corporate renewaltakes place. The framework of strategic corporate venturing proposed by this study is a new way to illustrate the role of corporate venturing as a purposefullybuilt, different view of a company's business environment. The empirical part extended the framework by enhancing our understanding of the link between corporate renewal and corporate venturing in its real life environment in three Finnish companies: Metso, Nokia and TeliaSonera. Characterizing companies' environmentwith the determinants of strategy identified in this study provided a structured way to analyze their competitive position and renewal challenges that they arefacing. More importantly the case studies confirmed that a link between corporate renewal and corporate venturing exists and found out that the link is not as straight forward as indicated by the theory. Furthermore, the case studies enhanced the framework by indicating a sequence according to which the processes work. Firstly, the induced strategy processes strategy formulation and strategy implementation set the scene for corporate venturing context and management processes and leave strategy formation for the venture. Only after that can strategies formed by ventures come back to the corporate level - and if found viable in the corporate level be formalized through formulation and implementation. With the help of the framework of strategic corporate venturing the link between corporaterenewal and corporate venturing can be found and managed. The suggested response to the continuous need for change is continuous renewal i.e. institutionalizing corporate renewal in the strategy processes of the company. As far as benefiting from venturing is concerned the answer lies in deliberately managing venturing in a context different to the mainstream businesses and establishing efficientlinking processes to exploit the renewal potential of individual ventures.

Limit Theorems for Regenerative Excursion Processes

This work is supported by Bulgarian NFSI, grant No. MM–704/97

Models of Alternating Renewal Process at Discrete Time

We study a class of models used with success in the modelling of climatological sequences. These models are based on the notion of renewal. At first, we examine the probabilistic aspects of these models to afterwards study the estimation of their parameters and their asymptotical properties, in particular the consistence and the normality. We will discuss for applications, two particular classes of alternating renewal processes at discrete time. The first class is defined by laws of sojourn time that are translated negative binomial laws and the second class, suggested by Green is deduced from alternating renewal process in continuous time with sojourn time laws which are exponential laws with parameters α^0 and α^1 respectively.

Fostering rapid transitions to education for sustainable development through a whole-system approach to curriculum and organizational change

Despite decades of attempts to embed sustainability within higher education, literature clearly suggests that highly regulated disciplines such as engineering have been relatively slow to incorporate sustainability knowledge and skill areas, and are generally poorly prepared to do so. With current efforts, it is plausible that sustainability could take another two decades to be embedded within the curriculum. Within this context, this paper presents a whole system approach to implement systematic, intentional and timely curriculum renewal that is responsive to emerging challenges and opportunities, encompassing curriculum and organizational change. The paper begins by considering the evolution of curriculum renewal processes, documenting a number of whole system considerations that have been empirically distilled from literature, case studies, pilot trials, and a series of workshops with built environment educators from around the world over the last decade. The paper outlines a whole-of-institution curriculum renewal approach to embedding sustainability knowledge and skills within the DNA of the institutional offerings. The paper concludes with a discussion of research and practice implications for the field of education research, within and beyond higher education.

A class of bivariate Erlang distributions and ruin probabilities in multivariate risk models

Nous y introduisons une nouvelle classe de distributions bivariées de type Marshall-Olkin, la distribution Erlang bivariée. La transformée de Laplace, les moments et les densités conditionnelles y sont obtenus. Les applications potentielles en assurance-vie et en finance sont prises en considération. Les estimateurs du maximum de vraisemblance des paramètres sont calculés par l'algorithme Espérance-Maximisation. Ensuite, notre projet de recherche est consacré à l'étude des processus de risque multivariés, qui peuvent être utiles dans l'étude des problèmes de la ruine des compagnies d'assurance avec des classes dépendantes. Nous appliquons les résultats de la théorie des processus de Markov déterministes par morceaux afin d'obtenir les martingales exponentielles, nécessaires pour établir des bornes supérieures calculables pour la probabilité de ruine, dont les expressions sont intraitables.

eLearning im Sportstudium

In der gesamten Hochschullandschaft begleiten eLearning-Szenarien organisatorische Erneuerungsprozesse und stellen damit ein vielversprechendes Instrument zur Unterstützung und Verbesserung der klassischen Präsenzlehre dar. Davon ausgehend wurde von 2010 bis 2011 das Kasseler Sportspiel-Modell um die integrative Vermittlung der Einkontakt-Rückschlagspiele erweitert (Heyer, Albert, Scheid & Blömeke-Rumpf, 2011) und in einen modularisierten eLearning-Content, bestehend aus insgesamt 4 Modulen (17 Lernkurse, 171 Kursseiten, 73 Grafiken, 73 Videos, 38 Lernkontrollfragen), eingebunden. Dieser Content wurde im Rahmen einer Evaluationsstudie in Blended Learning Seminaren, welche die didaktischen Vorteile von Online- und Präsenzphasen zu einer Seminarform vereinen (Treumann, Ganguin & Arens, 2012), vergleichend zur klassischen Präsenzlehre im Sportstudium betrachtet. Die Studie gliedert sich in insgesamt drei Phasen: 1.) Pilotstudie am IfSS in Kassel (WS 2011/12; N=17, Lehramt), 2.) Hauptuntersuchung I am IfSS in Kassel (SS 2012; N=67, Lehramt) und 3.) Hauptuntersuchung II am IfS in Frankfurt a. M. (WS 2012/13; N=112, BA). Mittels varianzanalytischer Untersuchungsverfahren erfasst die Studie auf drei unterschiedlichen Qualitätsebenen folgende Aspekte der Lehr-Lernforschung: 1.) Ebene der Inputqualität: Bewertung der Seminarform (BS), 2.) Ebene der Prozessqualität: Motivation (SELLMO-ST), Lernstrategien (LIST) und computerbezogene Einstellung (FIDEC), 3.) Ebene der Outcomequalität: Lernleistung (Abschlusstest und Transferaufgabe). In der vergleichenden Betrachtung der beiden Hauptuntersuchungen erfolgt eine Gegenüberstellung von je einem Präsenzseminar zu zwei unterschiedlichen Varianten von Blended Learning Seminaren (BL-1, BL-2). Während der Online-Phasen bearbeiten die Sportstudierenden in BL-1 die Module in Lerngruppen. Die Teilnehmer in BL-2 führen in diesen Phasen zusätzlich persönliche Lerntagebücher. Dies soll zu einer vergleichsweise intensiveren Auseinandersetzung mit den Inhalten der Lernkurse sowie dem eigenen Lernprozess auf kognitiver und metakognitiver Ebene anregen (Hübner, Nückles & Renkl, 2007) und folglich zu besseren Ergebnissen auf den drei Qualitätsebenen führen. Die Ergebnisse der beiden Hauptuntersuchungen zeigen in der direkten, standortbezogenen Gegenüberstellung aller drei Seminarformen überwiegend keine statistisch signifikanten Unterschiede. Der erwartete positive Effekt durch die Einführung des Lerntagebuchs bleibt ebenfalls aus. Im standortübergreifenden Vergleich der Blended-Learning-Seminare ist bemerkenswert, dass die Probanden aus Frankfurt gegenüber ihrer Seminarform eine tendenziell kritischere Haltung einnehmen, was möglicherweise mit den vorherrschenden, unterschiedlichen Studiengängen – Lehramt und BA – korrespondiert. Zusammenfassend lässt sich somit für den untersuchten Bereich der Rückschlagspielvermittlung festhalten, dass Blended-Learning-Seminare eine qualitativ gleichwertige Alternative zur klassischen Präsenzlehre im Sportstudium darstellen.

A novel repair model for imperfect maintenance

Commonly used repair rate models for repairable systems in the reliability literature are renewal processes, generalised renewal processes or non-homogeneous Poisson processes. In addition to these models, geometric processes (GP) are studied occasionally. The GP, however, can only model systems with monotonously changing (increasing, decreasing or constant) failure intensities. This paper deals with the reliability modelling of failure processes for repairable systems where the failure intensity shows a bathtub-type non-monotonic behaviour. A new stochastic process, i.e. an extended Poisson process, is introduced in this paper. Reliability indices are presented, and the parameters of the new process are estimated. Experimental results on a data set demonstrate the validity of the new process.

A novel repair model for imperfect maintenance

The basic repair rate models for repairable systems may be homogeneous Poisson processes, renewal processes or nonhomogeneous Poisson processes. In addition to these models, geometric processes are studied occasionally. Geometric processes, however, can only model systems with monotonously changing (increasing, decreasing or constant) failure intensity. This paper deals with the reliability modelling of the failure process of repairable systems when the failure intensity shows a bathtub type non-monotonic behaviour. A new stochastic process, an extended Poisson process, is introduced. Reliability indices and parameter estimation are presented. A comparison of this model with other repair models based on a dataset is made.

Renovación de destinos litorales maduros a partir del patrimonio cultural: Plan Costa Blanca Cultura

El destino turístico Costa Blanca se caracteriza por la existencia de una amplia oferta turística y por su situación privilegiada respecto a los mercados potenciales de demanda. En la actualidad, ambas características no son suficientes para garantizar la competitividad de este espacio; en un contexto turístico enormemente dinámico en el que la diversidad de elementos de atracción y la imagen del destino puede incidir en la decisión de viaje de los turistas. Por ello, ante la necesidad de acometer procesos de renovación del destino Costa Blanca que permitan garantizar la competitividad de la actividad en términos territoriales y económicos, se apuesta por el patrimonio cultural como uno de los argumentos que mayores posibilidades puede ofrecer desde el ámbito de la planificación del destino turístico para diseñar y ejecutar actuaciones encaminadas a la renovación del mismo. Así, la presente comunicación se basa en los principales resultados obtenidos en el Plan Costa Blanca Cultura, con el objetivo de analizar el grado de uso turístico del patrimonio cultural de la provincia de Alicante, para a partir de un diagnóstico previo, proponer estrategias y actuaciones encaminadas al diseño y gestión posterior de productos temáticos de naturaleza cultural. La metodología de trabajo se ha basado entre otras acciones, en la participación de los agentes turísticos y sociales, aspecto que ha llevado a la selección de las líneas de trabajo prioritarias basadas en temas que superarían la dicotomía entre litoral e interior otorgando al patrimonio un papel integrador del territorio, y a la propuesta de un modelo de gestión innovador en el destino Costa Blanca.