@inproceedings{SimonDelkeHarmsetal.2018,
  author    = {Simon, Franz and Delke, Vincent and Harms, Rainer and Schiele, Holger},
  title     = {Identifying partners outside existing networks},
  series = {Proceedings 27th IPSERA conference},
  booktitle = {Proceedings 27th IPSERA conference},
  address   = {Athens, Greece},
  year      = {2018},
  abstract  = {External sources of knowledge have become a necessary extension to internal innovation activities (Monteiro, Mol and Birkinshaw, 2017; Rosenkopf and Nerkar, 2001). Collaborations with customers, suppliers, universities or even competitors are a promising way to extend the own knowledge base in order to increase the firm´s innovativeness (Felin and Zenger, 2014; Laursen and Salter, 2006). onsidering this potential set of external partners, suppliers seem to have the largest impact on product innovation (Un, Cuervo-Cazurra and Asakawa, 2010). Yet, suppliers' innovative potential is limited as described in a case study by Gassmann, Zeschky, Wolff, and Stahl (2010), which further shows how a new venture supplier, commonly referred to as "startup", has succeed at providing a truly innovative idea (a haptic feedback control device for automobiles). Therefore, startups as a specific knowledge provider have received growing attention (Weiblen and Chesbrough, 2015; Zaremba, Bode and Wagner, 2016). By collaborating with startups, corporations hope to benefit from the startups´ entrepreneurial characteristics, such as alertness, creativity, flexibility and willingness to take risks (Audretsch, Segarra and Teruel, 2014; Criscuolo, Nicolaou and Salter, 2012; Marion, Friar and Simpson, 2012).},
  language  = {en}
}
@article{SimonReseHomfeldtetal.2021,
  author    = {Simon, Franz and Rese, Alexandra and Homfeldt, Felix and Schiele, Holger and Harms, Rainer and Delke, Vincent},
  title     = {Identifying Start-Up Partners: Which Search Practices and Combination Strategies are Effective?},
  series = {International Journal of Innovation Management},
  journal   = {International Journal of Innovation Management},
  doi       = {10.1142/S1363919621500808},
  year      = {2021},
  abstract  = {Start-ups are an important source of novel knowledge and product ideas for incumbents. We investigate which search strategies are positively related to the successful search for start-ups. We identify search instruments and their various uses: intensive or broad; stand-alone or combinatory. Finding 11 search practices in the literature, we evaluate how these practices were used by 97 respondents from a cross-industry and cross-national sample. Our results show that searching broadly and intensively is positively related to a successful search for start-ups and to firms' radical innovation capability. Specific tools that are positively related to search success are online contacts, desk research, external scouting partners, and start-up pitch events. Decision tree analysis provides effective combinations of search practices that innovation managers and purchasing managers can use. Employing these search practice combinations, we make incumbents aware of the routines used in distant knowledge search. These practices are dynamic capabilities that help them to remain successful in high-velocity markets. In identifying these search practices, we contribute to the literature on innovation routines and dynamic capability research.},
  language  = {en}
}
@inproceedings{SimonDelkeHarms2018,
  author    = {Simon, Franz and Delke, Vincent and Harms, Rainer},
  title     = {Identifying partners outside existing networks},
  publisher = {IPSERA 2018 Conference},
  address   = {Athens, Greece},
  year      = {2018},
  abstract  = {Startups have the potential to transform industries as they follow partly divergent business strategies and have the ability to develop new innovative products. The evolving fields of digitalization, sustainability and urbanization highlight the direction of change. Due to enormous time pressure and lack of knowledge, corporations rely heavily on external sources of knowledge to increase innovativeness. Therein, startups take a special role. Joint R\&D projects, investments or strategic buyer-supplier agreements with startups grant corporations access to their innovative technologies. This paper gives insights into the organization of search processes to identify innovative startups and highlights approaches to initiate collaborations. Therefore, a multiple-case study among automotive OEMs and suppliers was conducted. The research ends with organizational structures, an identification process, and various instruments developed for the identification of startup innovations. Furthermore, propositions are made for a successful collaboration between startups and established corporations, displaying the role of purchasing in startup management, the need to take fast decisions, secure technical support by experts within their organization and build strong relationships with partners within their supply chain and new partners, as for example venture capitalists.},
  language  = {en}
}