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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).
This paper focusses on effective teaching and learning methods in the context of a larger project that aims to align objectives in higher education with employer requirements in the field of purchasing and supply management (PSM). The reason is that little is known about which specific skills and competencies of PSM professionals are needed outside academia and which learning objective higher education should incorporate to meet the practical PSM requirements of firms and organisations. Practice as well as literature share the understanding that PSM professionals need a well-balanced mixture of knowledge and soft-skills: the merely explicit know-what (codified knowledge), know-why (theory), know-how (method) and inter- & intrapersonal soft skills.
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.
Der Abschlussbericht fasst die Ergebnisse des Forschungs- und Entwicklungsprojektes 2017/2018 im Studiengang Master of Science Wirtschaftsinformatik (FH Münster) zur Themenstellung "IoT trifft Blockchain" zusammen. Ausgehend von der entwickelten Vision eines „digitalen Scheckheftes“, das die Nutzungsdaten von Fahrzeugen und industriellen Anlagen fälschungssicher erfasst und diese für cloud-basierte Analysen bereitstellt, wurden folgende Fragestellungen betrachtet: - Wie lassen sich personenbezogene Daten in einer öffentlichen Blockchain ablegen und Zugriffsrechte hierauf individuell steuern? - Wie lassen sich Firmware-Updates für IoT-Geräte durch den Einsatz einer Blockchain und eines dezentralen Dateisystems besser schützen? - Welcher Ansatz eignet sich, um erfasste Maschinendaten redundant in verteil-ten Edge Devices zu sichern? - Welche Vor- und Nachteile hat die Inhouse-Verarbeitung gegenüber einer externen IoT-Cloud-Lösung? Wie lassen sich Inhouse-Lösungen in die Angebote von Cloud-Anbietern migrieren? - Welche Möglichkeiten zur Integration und Verarbeitung von IoT-Daten bieten die IoT-Plattformen Amazon Web Services und Microsoft Azure? Wie grenzen sich diese voneinander ab? Die Ergebnisse der Untersuchungen wurden in Form von eigenständigen Beiträgen verfasst und in diesem Abschlussbericht zusammengetragen.