The author analyzed three different perspectives of the development of new technology-based firms (NTBFs) from the resource-based view. The first article discusses how the resource base impacts the internationalization behavior of German NTBFs. Some companies go international early, some internationalize only after a few years. We argued that the resource base is a substantial factor determining if a NTBF will internationalize or not. In the second article, we analyze how the resource base impacts the survival of German NTBFs. We argued that a lack of sufficient resources can lead to early business failure. We further state that the different resources are necessary to fulfill the requirements within the development phases of the NTBF. To broaden our perspective we combined the resource-based view with the market view. In the third article, we analyzed how the resource base impacts the business model innovation of NTBFs. The business model for NTBFs must often be tailored to fulfill the requirements of potential customers or to further grow the business. A sufficient resource base is necessary to be able to change the business model and buffer the transition phase.

The author analyzed three different perspectives of the development of new technology-based firms (NTBFs) from the resource-based view. The first article discusses how the resource base impacts the internationalization behavior of German NTBFs. Some companies go international early, some internationalize only after a few years. We argued that the resource base is a substantial factor determining if a NTBF will internationalize or not. In the second article, we analyze how the resource base impacts the survival of German NTBFs. We argued that a lack of sufficient resources can lead to early business failure. We further state that the different resources are necessary to fulfill the requirements within the development phases of the NTBF. To broaden our perspective we combined the resource-based view with the market view. In the third article, we analyzed how the resource base impacts the business model innovation of NTBFs. The business model for NTBFs must often be tailored to fulfill the requirements of potential customers or to further grow the business. A sufficient resource base is necessary to be able to change the business model and buffer the transition phase.:1 Introduction 2 Research gap 3 Different themes on NTBF research 4 The resource-based perspective 5 Corresponding research project 6 Scientific contribution for the doctoral thesis 7 Further academic and practical contributions 8 Acknowledgement 9 Literature 10 Declaration of authorship 11 Appendix

Ein zentraler Aspekt der industriellen Digitalisierung ist die Entwicklung digitaler Geschäftsmodellinnovationen (GMI), um auch zukünftig wettbewerbsfähig zu bleiben und das Potenzial der Digitalisierung vollumfänglich ausschöpfen zu können. Mit verbunden ist dabei die Frage: Wie sollten Unternehmen zielführend vorgehen, um diese zu entwickeln? In den Fokus rückt dabei der Innovationsprozess zur Entwicklung von GMI und dessen Gestaltung im Hinblick auf die industrielle Digitalisierung. Im Rahmen dieser Arbeit, welche sich an der Fallstudienmethodik von Yin (Yin, R. K.: Case Study Research: Design and Methods, 5. ed., Los Angeles: Sage Publications, 2014) orientiert, konnte ein fundiertes Verständnis über die Gestaltung eines Innovationsprozesses von GMI in Zeiten der Digitalisierung geschaffen werden. Wesentlicher Bestandteil des Forschungsfeldes ist die prozessuale Betrachtung zur Entwicklung von GMI, welche in der Wissenschaft durch heterogenes und zerfahrenes Wissen sowie bestehende Unklarheiten auf sich aufmerksam macht. Folglich besteht ein großer Forschungsbedarf darin, sich der Gestaltung des GMI-Prozesses und den damit verbundenen Fragestellungen zu widmen. Diesen ist die vorliegende Arbeit im Hinblick auf Struktur- und Verlaufsmerkmalen, Erfolgsfaktoren und durch eine Berücksichtigung der Digitalisierungsliteratur in der GMI-Forschung nachgekommen. Hinzukommend ermöglichen es die gewonnenen Erkenntnisse, Implikationen für die Praxis abzuleiten, wobei zu berücksichtigen gilt, dass diese aufgrund der qualitativ-empirischen Methodenwahl viel mehr als generische Handlungsoptionen für das Management und nicht als Handlungsempfehlungen zu verstehen sind. Die entwickelten Prozessmodelle für Produktionsunternehmen dienen als Vorschläge für methodische Hilfestellungen zur Entwicklung digitaler GMI. Weitere Handlungsoptionen für das Management lassen sich in Bezug auf Erfolgsfaktoren bzw. Potenziale des GMI-Prozesses konkretisieren. Dabei gilt es für Produktionsunternehmen u.a. die Integration des Kunden in den Innovationsprozess zu berücksichtigen, das Ökosystem einzubinden, mit Startups zusammenzuarbeiten, eine schnelle Prototypenentwicklung zu praktizieren und Daten auszuwerten und daraus GM-Ideen abzuleiten. Die gewonnenen Erkenntnisse bilden Anknüpfungspunkte für eine weiterführende Forschung. / The digital age is forcing manufacturing firms to innovate beyond new products and services and to professionalize their digital business model innovation (BMI) activities in order to stay competitive. While new product development (NPD) and new service development (NSD) research boasts a multiplicity of well-founded publications on process models, which contribute to increasing the likelihood of innovation, only few business model researchers have examined innovation processes for BMI. This is particularly so with digital BMI activities in manufacturing firms, as their digital BMI approach is often based on an extension of their NPD activities. This study explores how the innovation processes of manufacturing firms can be designed in order to develop novel business models to address the challenges of digitalization. Thereby, NPD-related path dependency considering the history in manufacturing firms and requirements on specific digital process characteristics are factored in. The study uses a multiple-case study approach, where data on BMI processes was collected in six manufacturing firms. The results show that the design of BMI processes in the digital age differs conceptually between B2C and B2B manufacturing firms. While BMI processes in B2C firms follow a semi-structured approach that considers experimentation, process models in B2B firms show similarities with an NPD hybrid model comprising stage-gate methods and agility. Concerning empirical and managerial implications, this study proposes two process models for digital BMI for B2C and B2B firms. Thereby, this study identifies specific digital process characteristics manufacturing firms need to consider when designing a BMI process in the digital age.

This publication-based dissertation examines (corporate) venturing and business model innovation intending to derive implications for entrepreneurial management in firms. To achieve this, four self-contained research papers have been developed which are the core of this dissertation. The first section serves as a general introduction, outlines the motivation for each of the research topics, and presents a summary of the research papers and their publication status. The first research paper (Section 2) is a systematic literature review that summarizes and structures three decades of research on the field of success measurement of corporate venturing activities. It identifies three structural dimensions which allow the creation of nine meaning clusters by which the existing measurement approaches can be grouped and compared. Additionally, the review reveals the heterogeneity of these approaches and the unique measurement items which they include. The third section is an empirical study on new venture creation activities in the early stage, based on 112 interviews with novice and experienced entrepreneurs. It defines three dimensions of entrepreneurial activity, namely, Entrepreneurial Alignment, Resource Enhancement, and Value Generation, and finds 67 actions, which differ across these groups in type and sequence. Section four is a single case study in business model innovation that investigates the recent rebranding of “Facebook” to “Meta”. It finds that, despite the strong communication efforts and the resulting internal and external signaling effects, this change does not correspond to a radical business innovation pattern. The fourth research study (Section 5) is a conceptual study that develops an integrated framework for business model innovation in service industries, based on research on the tourism industry. It highlights the limitations of siloed approaches under the influence of internal and external challenges such as industry dynamics and resource constraints. Section six summarizes the dissertation, highlighting the overall contributions for research and practice, and discusses the limitations and directions for future research.