Prof. Dr.-Ing. Guido H. Baltes is Director of the IST Innovation Institute at Lake Constance University, visiting professor at UIBE University in Bejing and UC San Diego’s Rady School of Management. As an expert in strategic transformation and innovation, he combines corporate as well as entrepreneurial experience with internationally renowned research: He was responsible for strategy Phone: +49 7531 206 310 Address: IST Institut for Strategic Innovation and Technology management
2016 International Conference on Engineering, Technology and Innovation/IEEE lnternational Technology Management Conference (ICE/ITMC), 2016
This paper broadens the resource-based approach to explaining survival of new technology-based fi... more This paper broadens the resource-based approach to explaining survival of new technology-based firms (NTBFs) by focusing on the entrepreneur's ability to transform resources in response to triggers resulting from market interaction. Network theory is used to define a construct that allows determining the status of venture emergence (VE). The operationalization of the VE construct is built on the firm's value network maturity in the four market dimensions customer, Investor, partner, and human resource. Business plans of NTBFs represent the artifact that contains this data in the form of transaction relation descriptions. Using content analysis, a multiple combined human and computer coding process has been developed to empirically determine NTBFs' status of VE. Results of the business plan analysis suggest that the level of transaction relations allows to draw conclusions on the status of VE. Moreover, applying the developed process, a business plan coding test shows that the transaction relation-based VE status significantly relates to NTBFs' survival capabilities.
FGF Studies in Small Business and Entrepreneurship
New Technology-Based Firms (NTBFs) learn their business in the early-stages of their life-cycle. ... more New Technology-Based Firms (NTBFs) learn their business in the early-stages of their life-cycle. As a central element of the entrepreneurial learning process, the business model describes the value-creation functions that are conceptualized in different stages of the NTBF’s life-cycle. Transaction relations connect the model with the business reality and ideally mature in strength over time to a functioning value-network. This chapter describes the development of a research design that determines, extracts, and evaluates semantics constructs of this entrepreneurial learning out of a convenient sample and three cohorts of business plans submitted to a business plan award between 2008 and 2010. The analysis shows empirical evidence for the survival and growth of those NTBFs that exhibit a balanced status of entrepreneurial learning in the maturity of the value-network that can be characterized as early startup-stage. The empirical findings of the network theory based business plan analysis will allow for a better explanation of the performance in the entrepreneurial process that is discussed for NTBFs based on theory of organizational learning.
This research in progress paper elucidates the multidimensional phenomenon of autonomy which dete... more This research in progress paper elucidates the multidimensional phenomenon of autonomy which determines the success of teams developing a new business in small and medium-sized high-tech firms. In a previous inductive study we had revealed that this phenomenon is described through four autonomy dimensions: functional autonomy, decision autonomy, structural autonomy and strategic autonomy. In this paper we operationalize these dimensions on the basis of empirical findings discussed in literature and integrate the operationalized autonomy dimensions into a theoretical model. Thereby the paper contributes to theory because autonomy as a multidimensional phenomenon is not well understood in corporate entrepreneurship and respective models are barely available. In practice, the challenge is to establish a level of autonomy that enables business development teams to experiment in market interaction and at the same time enables the supervising manager to keep control over the new business....
This issue of IBIS covers the proceedings of the 1 st Workshop on “Productivity in Sales based on... more This issue of IBIS covers the proceedings of the 1 st Workshop on “Productivity in Sales based on interoperability” which was held in April 2009 at Lake Constance. The workshop’s focus was on interoperability in context of improvements in sales productivity as well as increasing efficiency in dynamic sales reaction. The workshop was held and organized as a joined eff ort of the German Forum for Interoperability (DFI e.V. – www.dfi-ev.de) and the Research Group Community of Practice for Strategic Management Architectures (Co PS) at the Lake Constance University (HTWG Konstanz).
Radical Business Model Transformation: Gaining the Competitive Edge in a Disruptive World, Jan 27, 2017
LEGIC, a technology provider in the field of identification technology, has successfully mastered... more LEGIC, a technology provider in the field of identification technology, has successfully mastered a challenging transformation from being analogue-driven to becoming a digitally driven business model. It began as a product business, which because of proprietary features had some stickiness. This, however, diminished and the product commoditized over the maturation of its market. Faced with this situation, LEGIC initiated a bold move to transform the business model from south to north, ie from a non-sticky product business to a platform business. Integrating its physical product offerings with software and service components, it managed to leverage its technology competences, an established partner network and brand assets into an innovative holistic offering. Not only has this been successfully launched in one of its key vertical markets, but it has also enabled LEGIC to successfully re-enter market segments it had lost during the maturation of its industry. LEGIC and its roots in the ID technologies market Since 1992, LEGIC has designed and provided contactless radio frequency identification (RFID) technology for ID applications, ranging from access control and time and attendance to e-ticketing. The company was launched by Kaba AG, a Swiss-based, internationally leading provider of innovative access solutions for the security industry. LEGIC acts as a self-sustained company in the smartcard market, serving its partners, amongst them the Kaba Group. RFID technologies are at the heart of what is frequently addressed as the 'internet of things' (IoT), and has revolutionized how we can identify objects and people. Such systems consist of one or more transponders, carrying identifying information, and a reader that accesses (ie 'reads') the identifying information stored on the transponders without line of sight. RFID applications span a large number of areas such as access control (eg automobile ignition keys) and ID management (RFID-enabled passports) or payment (eg proximity card features in credit cards). But it also deals with asset tracking (eg automated check-in and checkout of stock or cattle tracking) and activity monitoring (eg medication intakes of elderly people). The internet of things now aims to connect people and things any time, anywhere, for interacting, communicating and sensing purposes, based on exchanging data and information. Contactless identification is one of the core technologies that provides infrastructure for this seamless interconnection with a dynamic global network with self-configuring capabilities. Here, RFID
23rd ICE/IEEE International Technology Management Conference, 2017
—Validity of the business model is a key indicator for buying into ventures in the early-stage. B... more —Validity of the business model is a key indicator for buying into ventures in the early-stage. Business models of early-stage ventures decrease in validity when developing the business over the progressing stages of the business life-cycle. By doing so, the ventures are validating their business model when building transaction relationships to the surrounding value network. In prior research, we developed a research design based on existing business innovation proposals (onepager, pitch decks, business plans) that is assumed to evaluate the status of business model validation. The core hypothesis of the research design is that transaction relations represent a strong anchor between the business model and the business reality, thus providing information on the business model validity. In this research, we test this hypothesis by designing and analyzing a survey that was directed to founders taking part in a business plan competition. We compared the relationships described in the submitted business plans to the relations explicitely stated in the follow-up questionnaire. We identified that the described relations to customers, investors, and people (human resources) match the relationships expressed in questionnaires quite well. A significant disagreement, however, exists in the relationships to suppliers. We conclude that there is still a theoretical and empirical gap that leads to disagreement between business plans and reality in the group of suppliers. (Abstract)
2016 International Conference on Engineering, Technology and Innovation/IEEE lnternational Technology Management Conference (ICE/ITMC), 2016
This paper broadens the resource-based approach to explaining survival of new technology-based fi... more This paper broadens the resource-based approach to explaining survival of new technology-based firms (NTBFs) by focusing on the entrepreneur's ability to transform resources in response to triggers resulting from market interaction. Network theory is used to define a construct that allows determining the status of venture emergence (VE). The operationalization of the VE construct is built on the firm's value network maturity in the four market dimensions customer, Investor, partner, and human resource. Business plans of NTBFs represent the artifact that contains this data in the form of transaction relation descriptions. Using content analysis, a multiple combined human and computer coding process has been developed to empirically determine NTBFs' status of VE. Results of the business plan analysis suggest that the level of transaction relations allows to draw conclusions on the status of VE. Moreover, applying the developed process, a business plan coding test shows that the transaction relation-based VE status significantly relates to NTBFs' survival capabilities.
FGF Studies in Small Business and Entrepreneurship
New Technology-Based Firms (NTBFs) learn their business in the early-stages of their life-cycle. ... more New Technology-Based Firms (NTBFs) learn their business in the early-stages of their life-cycle. As a central element of the entrepreneurial learning process, the business model describes the value-creation functions that are conceptualized in different stages of the NTBF’s life-cycle. Transaction relations connect the model with the business reality and ideally mature in strength over time to a functioning value-network. This chapter describes the development of a research design that determines, extracts, and evaluates semantics constructs of this entrepreneurial learning out of a convenient sample and three cohorts of business plans submitted to a business plan award between 2008 and 2010. The analysis shows empirical evidence for the survival and growth of those NTBFs that exhibit a balanced status of entrepreneurial learning in the maturity of the value-network that can be characterized as early startup-stage. The empirical findings of the network theory based business plan analysis will allow for a better explanation of the performance in the entrepreneurial process that is discussed for NTBFs based on theory of organizational learning.
This research in progress paper elucidates the multidimensional phenomenon of autonomy which dete... more This research in progress paper elucidates the multidimensional phenomenon of autonomy which determines the success of teams developing a new business in small and medium-sized high-tech firms. In a previous inductive study we had revealed that this phenomenon is described through four autonomy dimensions: functional autonomy, decision autonomy, structural autonomy and strategic autonomy. In this paper we operationalize these dimensions on the basis of empirical findings discussed in literature and integrate the operationalized autonomy dimensions into a theoretical model. Thereby the paper contributes to theory because autonomy as a multidimensional phenomenon is not well understood in corporate entrepreneurship and respective models are barely available. In practice, the challenge is to establish a level of autonomy that enables business development teams to experiment in market interaction and at the same time enables the supervising manager to keep control over the new business....
This issue of IBIS covers the proceedings of the 1 st Workshop on “Productivity in Sales based on... more This issue of IBIS covers the proceedings of the 1 st Workshop on “Productivity in Sales based on interoperability” which was held in April 2009 at Lake Constance. The workshop’s focus was on interoperability in context of improvements in sales productivity as well as increasing efficiency in dynamic sales reaction. The workshop was held and organized as a joined eff ort of the German Forum for Interoperability (DFI e.V. – www.dfi-ev.de) and the Research Group Community of Practice for Strategic Management Architectures (Co PS) at the Lake Constance University (HTWG Konstanz).
Radical Business Model Transformation: Gaining the Competitive Edge in a Disruptive World, Jan 27, 2017
LEGIC, a technology provider in the field of identification technology, has successfully mastered... more LEGIC, a technology provider in the field of identification technology, has successfully mastered a challenging transformation from being analogue-driven to becoming a digitally driven business model. It began as a product business, which because of proprietary features had some stickiness. This, however, diminished and the product commoditized over the maturation of its market. Faced with this situation, LEGIC initiated a bold move to transform the business model from south to north, ie from a non-sticky product business to a platform business. Integrating its physical product offerings with software and service components, it managed to leverage its technology competences, an established partner network and brand assets into an innovative holistic offering. Not only has this been successfully launched in one of its key vertical markets, but it has also enabled LEGIC to successfully re-enter market segments it had lost during the maturation of its industry. LEGIC and its roots in the ID technologies market Since 1992, LEGIC has designed and provided contactless radio frequency identification (RFID) technology for ID applications, ranging from access control and time and attendance to e-ticketing. The company was launched by Kaba AG, a Swiss-based, internationally leading provider of innovative access solutions for the security industry. LEGIC acts as a self-sustained company in the smartcard market, serving its partners, amongst them the Kaba Group. RFID technologies are at the heart of what is frequently addressed as the 'internet of things' (IoT), and has revolutionized how we can identify objects and people. Such systems consist of one or more transponders, carrying identifying information, and a reader that accesses (ie 'reads') the identifying information stored on the transponders without line of sight. RFID applications span a large number of areas such as access control (eg automobile ignition keys) and ID management (RFID-enabled passports) or payment (eg proximity card features in credit cards). But it also deals with asset tracking (eg automated check-in and checkout of stock or cattle tracking) and activity monitoring (eg medication intakes of elderly people). The internet of things now aims to connect people and things any time, anywhere, for interacting, communicating and sensing purposes, based on exchanging data and information. Contactless identification is one of the core technologies that provides infrastructure for this seamless interconnection with a dynamic global network with self-configuring capabilities. Here, RFID
23rd ICE/IEEE International Technology Management Conference, 2017
—Validity of the business model is a key indicator for buying into ventures in the early-stage. B... more —Validity of the business model is a key indicator for buying into ventures in the early-stage. Business models of early-stage ventures decrease in validity when developing the business over the progressing stages of the business life-cycle. By doing so, the ventures are validating their business model when building transaction relationships to the surrounding value network. In prior research, we developed a research design based on existing business innovation proposals (onepager, pitch decks, business plans) that is assumed to evaluate the status of business model validation. The core hypothesis of the research design is that transaction relations represent a strong anchor between the business model and the business reality, thus providing information on the business model validity. In this research, we test this hypothesis by designing and analyzing a survey that was directed to founders taking part in a business plan competition. We compared the relationships described in the submitted business plans to the relations explicitely stated in the follow-up questionnaire. We identified that the described relations to customers, investors, and people (human resources) match the relationships expressed in questionnaires quite well. A significant disagreement, however, exists in the relationships to suppliers. We conclude that there is still a theoretical and empirical gap that leads to disagreement between business plans and reality in the group of suppliers. (Abstract)
Das Buch beschreibt die Erfolgsfaktoren von innovations- und veränderungsfähigen Unternehmen und ... more Das Buch beschreibt die Erfolgsfaktoren von innovations- und veränderungsfähigen Unternehmen und liefert wissenschaftlich fundierte wie praxiserprobte Tools und Fragebögen für die eigene Standortbestimmung. Anhand anschaulicher Praxisfälle erfährt der Leser, wie er notwendige Fähigkeiten für strategische Erneuerung, Innovation und Wachstum gezielt stärken kann. Er erhält praxiserprobte Werkzeuge zur Diagnose und Stärkung von Veränderungs- und Innovationskompetenzen auf Ebene des einzelnen Mitarbeiters, der Führungskraft und der Organisation. Zeigt, was agile, anpassungsfähige und innovative Unternehmen und Menschen auszeichnet, die sich erfolgreich in einem volatilen Umfeld bewegen. Bietet Checklisten für eine realistische Standortanalyse, die zeigen, wie fit das eigene Unternehmen und die Mitarbeiter bzw. Führungskräfte für ein erfolgreiches Bestehen in dynamischen Märkten und für Innovation und Wachstum sind. Vermittelt, wie man sein Unternehmen zukunftsfähig macht und die dynamischen Fähigkeiten der Organisation und Mitarbeiter konkret stärken kann Das Buch beschreibt die Erfolgsfaktoren von innovations-und veränderungsfähigen agilen Unternehmen und Menschen und liefert wissenschaftlich fundierte wie praxiserprobte Tools und Fragebögen für die eigene Standortbestimmung. Der Inhalt: - Die radikal neuen Anforderungen unserer Zeit mit ihren Paradigmenwechseln und Konsequenzen für Veränderungsarbeit - Mit strategischer Innovation die Wachstumsfähigkeit erneuern und die digitale Transformation meistern - Unternehmertum in der Organisation stärken, Corporate Entrepreneurship: Der angestellte Unternehmer und sein Team - Die Organisation verändern, Muster aufbrechen - Persönliche Veränderungskompetenz und persönliche Agilität stärken - Agiler Führen, agil organisieren in Projekt und Linie - Innovativer und kreativer mit Design Thinking - Schlüsselkompetenz Kommunikation: Pulsschlag der Veränderung - Generationenübergang in Familienunternehmen meistern - Kompetenzen und Erfolgsfaktoren internationaler Veränderungsarbeit Die Herausgeber Prof. Dr.-Ing. Guido Baltes verfügt über langjährige Erfahrung in der Leitung von Transformations-und Innovationsprozessen in der Industrie. Heute liegt sein Fokus als Direktor des Instituts für Strategische Innovation und Technologiemanagement in Forschung, Lehre und Beratung auf dynamischen Fähigkeiten und Corporate Entrepreneurship als Voraussetzung für Innovation und Wachstum in Unternehmen. Antje Freyth ist als geschäftsführende Gesellschafterin der Veränderungsintelligenz® GmbH Expertin für Tools zur Diagnose und Konzepte zur Stärkung von Veränderungsfähigkeiten und Agilität sowie Innovationskompetenzen. Die Herausgeber werden von ausgewählten Autoren unterstützt, die jeweils Experten in Ihrem Fachgebiet sind.
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The operationalization of the VE construct is built on the firm's value network maturity in the four market dimensions customer, Investor, partner, and human resource. Business plans of NTBFs represent the artifact that contains this data in the form of transaction relation descriptions.
Using content analysis, a multiple combined human and computer coding process has been developed to empirically determine NTBFs' status of VE.
Results of the business plan analysis suggest that the level of transaction relations allows to draw conclusions on the status of VE. Moreover, applying the developed process, a business plan coding test shows that the transaction relation-based VE status significantly relates to NTBFs' survival capabilities.
The operationalization of the VE construct is built on the firm's value network maturity in the four market dimensions customer, Investor, partner, and human resource. Business plans of NTBFs represent the artifact that contains this data in the form of transaction relation descriptions.
Using content analysis, a multiple combined human and computer coding process has been developed to empirically determine NTBFs' status of VE.
Results of the business plan analysis suggest that the level of transaction relations allows to draw conclusions on the status of VE. Moreover, applying the developed process, a business plan coding test shows that the transaction relation-based VE status significantly relates to NTBFs' survival capabilities.
Zeigt, was agile, anpassungsfähige und innovative Unternehmen und Menschen auszeichnet, die sich erfolgreich in einem volatilen Umfeld bewegen. Bietet Checklisten für eine realistische Standortanalyse, die zeigen, wie fit das eigene Unternehmen und die Mitarbeiter bzw. Führungskräfte für ein erfolgreiches Bestehen in dynamischen Märkten und für Innovation und Wachstum sind. Vermittelt, wie man sein Unternehmen zukunftsfähig macht und die dynamischen Fähigkeiten der Organisation und Mitarbeiter konkret stärken kann Das Buch beschreibt die Erfolgsfaktoren von innovations-und veränderungsfähigen agilen Unternehmen und Menschen und liefert wissenschaftlich fundierte wie praxiserprobte Tools und Fragebögen für die eigene Standortbestimmung.
Der Inhalt:
- Die radikal neuen Anforderungen unserer Zeit mit ihren Paradigmenwechseln und Konsequenzen für Veränderungsarbeit
- Mit strategischer Innovation die Wachstumsfähigkeit erneuern und die digitale Transformation meistern
- Unternehmertum in der Organisation stärken, Corporate Entrepreneurship: Der angestellte Unternehmer und sein Team
- Die Organisation verändern, Muster aufbrechen
- Persönliche Veränderungskompetenz und persönliche Agilität stärken
- Agiler Führen, agil organisieren in Projekt und Linie
- Innovativer und kreativer mit Design Thinking
- Schlüsselkompetenz Kommunikation: Pulsschlag der Veränderung
- Generationenübergang in Familienunternehmen meistern
- Kompetenzen und Erfolgsfaktoren internationaler Veränderungsarbeit
Die Herausgeber
Prof. Dr.-Ing. Guido Baltes verfügt über langjährige Erfahrung in der Leitung von Transformations-und Innovationsprozessen in der Industrie. Heute liegt sein Fokus als Direktor des Instituts für Strategische Innovation und Technologiemanagement in Forschung, Lehre und Beratung auf dynamischen Fähigkeiten und Corporate Entrepreneurship als Voraussetzung für Innovation und Wachstum in Unternehmen.
Antje Freyth ist als geschäftsführende Gesellschafterin der Veränderungsintelligenz® GmbH Expertin für Tools zur Diagnose und Konzepte zur Stärkung von Veränderungsfähigkeiten und Agilität sowie Innovationskompetenzen. Die Herausgeber werden von ausgewählten Autoren unterstützt, die jeweils Experten in Ihrem Fachgebiet sind.