• norsk
    • English
  • English 
    • norsk
    • English
  • Login
View Item 
  •   Home
  • Norges Handelshøyskole
  • Thesis
  • Master Thesis
  • View Item
  •   Home
  • Norges Handelshøyskole
  • Thesis
  • Master Thesis
  • View Item
JavaScript is disabled for your browser. Some features of this site may not work without it.

Innovation through collaboration : an exploratory study examining the open innovation output created through strategic partnerships and the subsequent effect of ongoing change processes.

Mutoloki, Joy
Master thesis
Thumbnail
View/Open
masterthesis.pdf (1.235Mb)
URI
https://hdl.handle.net/11250/2681113
Date
2020
Metadata
Show full item record
Collections
  • Master Thesis [3258]
Abstract
This thesis has explored how an established firm can achieve technology-based innovation by

partnering with a startup ecosystem. The objective of studying this phenomena is to gain

greater understanding of what mechanisms aid established firms in ensuring innovation and

value creation when collaborating with startups.

Through a qualitative, embedded case study, findings revealed that closed startup ecosystems

can at easier ensure quality, which benefits both the startups and the corporates as matching

between the two is somewhat easier, provided that there is an activity where the established

firm can get to know and explore the startups better over time. Change makes large, established

firms more agile. However, slow processes, poor internal and external communication,

regulation and risk aversion are bottlenecks in collaborations between large and small

companies.

Modularity in ecosystems can aid produce a healthy, collaborative environment, and will

alleviate the matching process between the startups and established firms. By applying open

innovation principles to the dynamic capabilities’ framework, an established firm can

outsource parts of the sensing capability to a successful startup ecosystem as it develops its

own sensing capabilities. In seizing opportunities, agile decision making is easier when the

opportunity at hand is a product innovation. Disruption within the financial industry by a

service-providing startup is unlikely in Norway. The threat of disruption from incumbents in

other industries is more eminent, therefore, sensing and initiating combinatory activities with

startups providing products and services is of high strategic value.

Change is a double edged sword for open innovation collaborations. It increases the

organization’s change capabilities and makes it more agile. On the other hand, it creates only

short term change capacity and complicates internal and external communication, which is

especially unfortunate as agile decision-making is of the utmost importance in an open

innovation setting.

Contact Us | Send Feedback

Privacy policy
DSpace software copyright © 2002-2019  DuraSpace

Service from  Unit
 

 

Browse

ArchiveCommunities & CollectionsBy Issue DateAuthorsTitlesSubjectsDocument TypesJournalsThis CollectionBy Issue DateAuthorsTitlesSubjectsDocument TypesJournals

My Account

Login

Statistics

View Usage Statistics

Contact Us | Send Feedback

Privacy policy
DSpace software copyright © 2002-2019  DuraSpace

Service from  Unit