No description available.

“[A]s much as any other product, the car has shaped not only the global economy but how billions of people live”1,whilethe digital area is nowshapingthe car.Coopetition, a strategy presenting firms with the opportunity to collaborate and compete at the same time,is becoming a prevalent phenomenonamong large OEMs and start-ups in the automotive industry.Respectively, considering that coopetition, in the context of open innovation and new technologies, has been identified as a successful strategy, this thesis will therefore analyse the relationship between OEMs and external start-ups in the context of coopetition and corporate open innovation strategies. Several typesof corporate incubators, accelerators and corporate innovation labs emerged within the last years, howeveran integration of all three of these has not yet been widely explored. Accordingly, while these open innovation streamsare used by large corporationsto get access to the start-upecosystemand increase their innovation capabilities, the relationship between OEMs and external start-ups will further lead to CIIAs (a combined approach of corporate incubators, corporate innovation labs and corporate accelerators),demonstratedin the context of coopetition. This exploratory study therebycontributes to the relationship between external start-ups and OEMsthrough aCIIA approach,answering the two following researchquestions;•What are the main drivers of the OEM and external start-uprelationship?•How do OEMs and external start-ups coopete in the context of corporate open innovation strategies?To dulyanswer these research questions, we choseaqualitative researchmethodcombined with an interpretivist and inductiveapproachas well asempirical findings generated from 6semi-structured interviews. We furthercontributed tothe illustrationof the key aspects of CIIAsas well asthe motives, management and implications behind the relationshipsbetween OEMs and external start-upsbyaconceptual framework. Our analysishence showsthe significanceof the access to complementary resources, the co-creation and co-development of value as well as the systematic implementation of a proof of conceptin the light of thesecoopetitive relationshipsbetween CIIAs and external start-ups.However, consideringthat thisresearch has been based on the German automotive industry only, it will require further research in other contexts, sectors or countries. To conclude, thisthesis contributes tothe management literature ofcoopetition, corporate innovation and entrepreneurship. We proposeda finalframeworkto highlightthekey motives, the management and the implications behind thecoopetitive relationshipsbetween OEMsand external start-upsthrough the CIIA platform.This willexpectedly help managers and entrepreneurs develop efficientmanagement techniques as well asfurther recognize and understand the influential dynamicspresent in these relationships

Bakgrund: Globaliseringen samt digitaliseringen har lett till stora förändringar på den globala marknaden. Företag konkurrerar inte längre bara regionalt eller nationellt utan även internationellt. Den dynamiska och volatila marknaden har lett till att det inte räcker att företag utnyttjar sina befintliga resurser utan de måste även vara flexibla, snabba och innovativa för att identifiera nya möjligheter. För att lyckas med det måste företag vara strategiskt entreprenöriella. Den ökade konkurrensen har även gjort att företag tvingas leverera hög kapacitet och effektivitet i samtliga av dess aktiviteter. Det har därmed blivit vanligt att företag väljer att enbart hantera de aktiviteter där de har sina interna styrkor och outsourcar övriga aktiviteter till externa företag genom att vara i nätverksorganisationer. Syfte: Studiens syfte är att skapa en djupare förståelse för strategiskt entreprenörskap och undersöka om och i så fall hur nätverksorganisationer kan balansera entreprenörskap och strategi i sin verksamhet.  Metod: Studien utgörs av en kvalitativ forskningsstrategi som utformats som en fallstudie av företaget Smiling Group. Det empiriska materialet har samlat in via intervjuer, observationer samt genom granskning av skriftligt material.  Slutsats: Vi anser utifrån vår studie att företag i nätverksorganisationer kan balansera strategi och entreprenörskap i sin verksamhet genom att de utnyttjar förutsättningarna som nätverket skapar. Vi vill hävda att en nätverksorganisation bidrar till att de enskilda företagen inom organisationen kan vara av entreprenöriell karaktär och ändå skapa långsiktig konkurrenskraft på marknaden. / Background: The trends of globalization and digitalization have led to huge changes in the global market. Companies do not compete only on a regional or national level but also on an international level. The dynamic and volatile market place have led to the fact that companies do not only have to use their existing resources but they also have to be flexible, fast pace and innovative in order to identify new market opportunities. To succeed companies must be strategically entrepreneurial. The increased competitive situation has also forced companies to deliver high capacity and efficiency in all of its activities. Hence, it has become common that companies choose to perform those activities where they have their internal strengths while outsourcing the other activities to organizations by operating in network environments. Purpose: The purpose of the case study is to provide a greater understanding for the concept of strategic entrepreneurship and evaluate the how the network organizations can balance the entrepreneurship and strategy in its business operations. Method: The study is represented of a qualitative research strategy which has been shaped as a case study of the Smiling Group company. The empirical material has been collected through several personal interviews, various experiences and a review of written documentation.  Conclusion: We conclude out of this case study that firms in network organizations can balance strategic management and entrepreneurship in their operations by utilizing the strategic advantages provided by the network. We claim that network organizations contribute by giving the individual firm the opportunity to take entrepreneurial action and still creating sustainable competitive advantage.

Submitted by Nadir Basilio (nadirsb@uninove.br) on 2016-09-01T21:02:51Z No. of bitstreams: 1 Valmir Alves Ventura.pdf: 3298811 bytes, checksum: 15d1e14ae8cc68eef2e5840c2f85b5b1 (MD5) / Made available in DSpace on 2016-09-01T21:02:51Z (GMT). No. of bitstreams: 1 Valmir Alves Ventura.pdf: 3298811 bytes, checksum: 15d1e14ae8cc68eef2e5840c2f85b5b1 (MD5) Previous issue date: 2016-02-26 / This thesis aimed to investigate and respond how the learning mediates the process of strategic entrepreneurship (SE) in small and medium-sized enterprises (SMEs) of high organic growth. As the adopted theoretical foundation, the SE was set as the organizational ability to develop simultaneously, on the one hand, the opportunity-seeking (exploration) strategies (OSS) prospecting strategies opportunity and more radical innovations, preparing the structure, organizational culture and operations, unstructured or routinely to generate sources of future competitive advantage, and moreover, advantage-seeking (exploitation) strategies (ASS) and more incremental innovations aligned with key business skills and opportunities identified in previous periods, a more structured and regular manner by means of known routines to generate competitive advantage in the short and medium term. The study is featured with a inductive qualitative research, based on multiples cases studies of six high organic growth of SMEs, operating in different segments, and located in four states. As the main procedure of data collection, there were semi-structured interviews with managers and employees. And as an accessory procedure, direct observation, focus interviews and collecting documentary evidence were carried out. The study took place in three phases. At first, indications of SMEs characterized as high organic growth were given by entities such as Endeavor, CIETEC / USP and PROINE / UFG. It is observed that these companies account for 1.5% of operating in the market. In the second part, there was the collection of data to find what were the actions and organizational strategies adopted in each case. In the third part, it was executed the analysis of data of the multiples cases based on the theories, concomitant with their field validation. As the main result of this thesis, it was identified that mediate learning in the SE process in high organic growth SMEs happens in an evolutionary and systemic manner, for four interdependent phases, Stimulation, Emancipation, Integration and Overrun. In phase 1, the entrepreneurial leadership provides the opportunity for employees to experience challenges and expand their cognitive abilities for the sake of personal and organizational development. This leadership transforms the environment of tension in positive stimulus and creates a learning culture that, systemically, spreads from anywhere in the organization. In phase 2, the employees acquire greater autonomy because they share the same environment in the search for solutions to organizational problems. In phase 3, the equity in the interaction with the social environment and the relevance of the objectives integrating the team, generate belloging and soften possible differences. In phase 4, the knowledge of limits, capabilities and organizational challenges creates resilience, which systemically, feeds back and strengthens the system. Mediation of learning is complex, built incrementally, and their maturity does not depend on a pre-set exact point, because it is subject combination of mechanisms and mediation elements. The mechanisms that interact and permeate the four phases are: conditioning factors of learning, strategies for prospecting and exploitation, organizational (culture, structure and operations) and types and levels of learning. Studies like this can contribute grants to small organizations, medium and large to stimulate an entrepreneurial leadership, reduce organizational stress and create a culture of learning, in order to implement effectively and balance the PSO and CARS to generate growth and wealth for organizations. / Esta tese objetivou investigar e responder como a aprendizagem media o processo do empreendedorismo estratégico (EE) em pequenas e médias empresas (PME) de alto crescimento orgânico. Conforme fundamentação teórica adotada, definiu-se EE como a capacidade organizacional de desenvolver simultaneamente, de um lado, estratégias de prospecção de oportunidade (EPO) e inovações mais radicais, preparando a estrutura, cultura organizacional e operações, de forma não estruturada ou rotineira, para gerar fontes de vantagem competitiva futura, e por outro lado, estratégias de aproveitamento de vantagem competitiva (EAVC) e inovações mais incrementais, alinhadas às competências empresariais essenciais e às oportunidades identificadas em períodos anteriores, de forma mais estruturada e regular, por meio de rotinas conhecidas, para gerar vantagem competitiva em curto e médio prazos. O estudo é caracterizado com uma pesquisa qualitativa, indutiva baseada no estudo de casos múltiplos de seis PME de alto crescimento orgânico, atuantes em diferentes segmentos, e localizadas em quatro estados brasileiros. Como procedimento principal de coleta de dados, realizaram-se entrevistas semi-estruturadas com gestores e colaboradores, e como procedimento acessório, realizaram-se observação direta, entrevistas focais e coleta de dados documentais. A pesquisa ocorreu em três fases. Na primeira, por meio de entidades como Endeavor, CIETEC / USP e PROINE / UFG, obteve-se indicações de PME, caracterizadas como de alto crescimento orgânico. Observa-se que essas empresas correspondem a 1,5% das atuantes no mercado. Na segunda, realizou-se a coleta de dados de modo a constatar quais eram as ações e estratégias organizacionais adotadas em cada caso. Na terceira, efetuou-se a análise dos dados dos múltiplos casos à luz das teorias, concomitante com sua validação em campo. Como principal resultado desta tese, foi identificado que a mediação da aprendizagem no processo do EE em PME de alto crescimento orgânico ocorre de forma evolutiva e sistêmica, em quatro fases interdependentes, Estimulação; Emancipação; Integração; e Superação. Na Fase 1, a liderança empreendedora propicia a possibilidade aos colaboradores de vivenciarem desafios e ampliarem suas capacidades cognitivas em prol do desenvolvimento pessoal e organizacional. Essa liderança transforma a tensão do ambiente em estímulo positivo e cria uma cultura de aprendizagem que, de forma sistêmica, dissemina-se a partir de qualquer ponto da organização. Na Fase 2, os colaboradores adquirem maior autonomia por compartilharem o mesmo ambiente na busca por soluções dos problemas organizacionais. Na Fase 3, a equidade na interação com o meio social e a pertinência dos objetivos integram a equipe, geram pertencimento e amenizam possíveis diferenças. Na Fase 4, o conhecimento dos limites, capacidades e desafios organizacionais gera resiliência, que de forma sistêmica, retroalimenta e reforça o sistema. A mediação da aprendizagem é complexa, construída de forma incremental, e sua maturação não depende de um ponto exato pré-definido, pois está sujeita a combinação dos mecanismos e elementos de mediação. Os mecanismos que interagem e permeiam as quatro fases são: fatores condicionantes da aprendizagem, estratégias de prospecção e de aproveitamento, organizacionais (cultura, estrutura e operações) e tipos e níveis de aprendizagem. Estudos como este podem contribuir com subsídios às organizações de pequeno, médio e grande portes para estimularem uma liderança empreendedora, reduzirem a tensão organizacional e criarem uma cultura da aprendizagem, de modo a aplicarem com efetividade e equilíbrio as EPO e as EAVC a fim de gerar crescimento e riqueza para as organizações.

Bakgrund: När covid-19 spred sig i Sverige under våren 2020 blev både samhället, näringslivet och andra samhällsfaktorer drabbade. Regeringen utformade flera restriktioner under årets gång och speciellt drabbad blev restaurang- och hotellbranschen. För företagen blev det snabbt viktigt att anpassa sig och tillämpa rätt strategi för att överleva. När covid-19 drabbade världen i modern tid skapade det ett unikt tillfälle att undersöka vilka faktiska strategival företag har tillämpat under en kris. Syfte: Syftet med studien är att nå en djupare förståelse i hur företag arbetat med strategiförändringar till följd av covid-19 och hur planering används i företags strategiarbete. Metod: I denna studie tillämpas en kvalitativ forskningsmetod med en abduktiv ansats. För att kunna undersöka forskningsfrågan har en intervjustudie gjorts. Data har samlats in genom semistrukturerade intervjuer från sex olika företag som ligger till grund för empirin. Slutsats: I studien framkommer det att samtliga företag har arbetet med att tillämpa nya strategiförändringar för att kunna fortsätta bedriva sin verksamhet till följd av covid-19. Företagen har inte använt någon långsiktig planering vid deras strategiarbete. Deras strategiarbete i covid-19 har istället handlat om kortsiktig planering, samarbete, kommunikation och kreativt entreprenörskap. / Background: When covid-19 spread in Sweden in the spring of 2020, both society, business and other important societal factors were affected. The government designed several restrictions during the year and the restaurant and hotel industry was particularly affected. For companies, it quickly became important to adapt and apply the right strategy to survive. When covid-19 hit the world in modern times, it created a unique opportunity to examine strategy choices companies have applied during a crisis. Purpose: The purpose of this study is to gain a deeper understanding of how companies worked with strategy changes as a result of covid-19 and how planning is used in companies' strategy work. Method: In this study, a qualitative research method with an abductive approach is applied. In order to investigate the research question, an interview study has been conducted. Data have been collected through semi-structured interviews from six different companies that form the basis of the empirical data. Conclusion: The study shows that all companies have had to apply new strategy changes in order to stay in business due to the covid-19. The companies have not used any long-term planning in their strategy work. Their strategy work in covid-19 has instead focused on short-term planning, collaboration, communication and creative entrepreneurship.