• A process study of entrepreneurial team formation: The case of a research based spin off

      Moray, Nathalie; Clarysse, Bart (Journal of Business Venturing, 2004)
    • A Shapley decomposition of Carbon Emissions Without Residuals

      Albrecht, Johan; Francois, D.; Schoors, Koen (Energy Policy, 2002)
    • Acquisition through innovation tournaments in high-tech industries: A comparative perspective

      Kleer, Robin; Wagner, Marcus (Economics of Innovation and New Technology, 2013)
      Acquisition of innovative firms is a widely observed phenomenon in high-tech industries. On the basis of distinct advantages of large and small firms, in this paper, we build a tournament model with possible acquisition activity of large firms to derive hypotheses on interdependencies between acquisition frequency and post-acquisition success rates. We find empirical support for our hypotheses that (1) acquisitions increase overall innovation output and (2) that the number of acquisitions is higher in industries with larger heterogeneity between established firms and young start-ups. However, our third hypothesis derived from the formal model that innovation success following from acquisitions varies across industries is only partially confirmed.
    • Acquisitions in a patent contest model with large and small firms

      Kleer, Robin (Journal of Industry, Competition and Trade, 2009)
      Big companies and small innovation factories possess different advantages in a patent contest. While large firms typically have better access to product markets, small firms often have a superior R&D efficiency. These distinct advantages immediately lead to the question of cooperations between firms. In this paper, we model a patent contest with heterogeneous firms. In a pre-contest acquisition game large firms bid sequentially for small firms to combine respective advantages. Sequential bidding allows the first large firms to bid strategically to induce a reaction of its competitor. For high efficiencies both large firms prefer to acquire immediately leading to a symmetric market structure. For low efficiencies strategic waiting of the first large firm leads to an asymmetric market structure even though the initial situation is symmetric. We also discuss two different timing setups of the acquisition stage. In all setups, acquisitions increase the chances for a successful innovation.
    • Additivity and Complementarity in external technology sourcing: the added value of corporate venture capital investments

      Van de Vrande, Vareska J.A.; Vanhaverbeke, Wim; Duysters, Geert (IEEE Transactions on Engineering Management, 2011)
    • Advancing the Country Image Construct: Reply to Samiee's (2009) Commentary

      Zeugner - Roth, Katharina; Diamantopoulos, Adamantios (Journal of Business Research, 2010)
    • Behavioural additionality of R&D subsidies: A learning perspective

      Clarysse, Bart; Wright, Mike; Mustar, P. (Research Policy, 2009)
    • Broadening the scope of Open innovation: introduction to the special issue

      Van de Vrande, Vareska J.A.; Vanhaverbeke, Wim; Gassmann, Oliver (International Journal of Technology Management, 2010)
    • Building absorptive capacity to organise inbound open innovation in traditional industries

      Spithoven, André; Clarysse, Bart; Knockaert, Mirjam (Technovation, 2010)
    • Building and leveraging your ecosystem to spark innovation-based growth

      Van Dyck, Walter (Ivey Business Journal, 2012)
      What matters most in creating and sustaining innovation is building and strengthening interdependent links amongst ecosystem players, or building an ecosystem. Readers of this article will learn not only how to build an ecosystem, but also how to manage one so that all the partners in the ecosystem profit from the innovation.
    • Cognitive distance, betweenness centrality and density

      Gilsing, Victor; Nooteboom, Bart; Vanhaverbeke, Wim; Duysters, Geert; Van den Oord, Ad (Research Policy, 2008)
    • Communication flows in international product innovation teams

      Moenaert, Rudy; Caeldries, Filip; Lievens, Annouk; Wauters, E. (Journal of Product Innovation Management, 2000)
    • Competence and governance in strategic collaboration: the differential effect of network structure on the creation of core and non-core technology

      Vanhaverbeke, Wim; Gilsing, Victor; Duysters, Geert (Journal of Product Innovation Management, 2012)
    • Conceptualising the heterogeneity of research-based spin-offs: a multidimensional taxonomy

      Mustar, P.; Renault, M.; Colombo, Massimo; Piva, E.; Fontes, M.; Lockett, Andy; Wright, Mike; Clarysse, Bart; Moray, Nathalie (Research Policy, 2006)
    • Coordinating knowlegde creation in multidisciplinary teams: Evidence from early-stage drug discovery

      Ben-Menahem, Shiko; von Krogh, Georg; Erden, Zeynep; Schneider, Andreas (Academy of Management Journal, 2015)
      Based on a multi-year field study of early-stage drug discovery project teams at a global pharmaceutical company, this paper examines how multidisciplinary teams engaged in knowledge creation combine formal and informal coordination mechanisms when faced with unpredictable interdependencies among specialists’ knowledge domains. While multidisciplinary teams are critical for knowledge creation in increasingly specialized work environments, the coordination literature has been divided with respect to the extent to which such teams rely on formal coordination structures and informal coordination practices. Our findings show that when interdependencies among knowledge domains are dynamic and unpredictable, specialists design self-managed (sub-)teams around collectively held assumptions about interdependencies based on incomplete information (conjectural interdependencies). These team structures establish the grounds for informal coordination practices that enable specialists to both manage known interdependencies and reveal new interdependencies. Newly revealed interdependencies among knowledge domains, in turn, promote structural adaptation. Drawing on these findings, we advance an integrative model explaining how team-based knowledge creation relies on the mutual constitution of formal coordination structures and informal coordination practices. The model contributes to theory on organizational design and practice-based research on coordination in cross-disciplinary knowledge creation.
    • Corporate venturing: Strategies and success factors

      Leten, Bart; Van Dyck, Walter (Review of Business and Economic Literature, 2012)
      Corporate venturing is a practice whereby a company sets up a separate organizational unit, the corporate venturing unit (CVU), to invest in new technological and business opportunities arising within or outside the boundaries of the firm, for long-term strategic and/or short-term financial purposes. The purpose of this paper is to discuss the practice of corporate venturing, based on a review of the existing corporate venturing literature and in-depth interviews with the corporate venturing managers of twelve European multinational firms from various manufacturing industries. Three research questions are addressed: 1) what are the motives for companies to engage in corporate venturing; 2) which are the success factors of corporate venturing; and 3) does corporate venturing generate (economic) value for firms?
    • Cost targets and time pressure during new product development

      Everaert, Patricia; Bruggeman, Werner (International Journal of Operations and Production Management, 2002)
      Investigates the impact of using cost targets during new product development (NPD), in terms of design quality, product cost and development time. An NPD environment with cost targets is compared with an NPD environment where design engineers receive no specific cost targets, but are expected to "minimize" the cost level of future products. The impact of cost targets versus no-cost targets is investigated in combination with high/low time pressure. The 2*2 factorial design was tested in a laboratory experiment that simulated a real design process, with customers asking for the highest design quality. The results demonstrate that cost targets during NPD lead to lower-cost new products, while not impairing design quality or development time. However, under high time pressure, cost targets lead design engineers to work longer on the design, without a corresponding cost decrease.
    • Creativiteit in organisaties: zes ingrediënten die bijdragen aan het succesverhaal

      De Clippeleer, Inge; De Stobbeleir, Katleen (Over.Werk, 2010)