150th estrad lecture

150th Estrad lecture

Moving entrepreneurship forward

Entrepreneurship in health care sectors

– Area of interest for Caroline Wigren-Kristoferson

A unique time in history

• The Act on System of Choice in the Public Sector (2008:962) entered into force on 1 January 2009. – Open up for private actors to enter the market – County councils and municipalities – Users choose service providers within the system

• A monopoly is broken up, which according to Schumpeter is defined as entrepreneurship.

• A market with a lot of small firms on the market, and a very few very large firms - in between there is a void.

• Have had the opportunity to follow a group of midwifes who have started private firms, delivering publicly financed health care.

Tend to identify with what they are doing in everyday life.What they do help them to create their identities.

• A wish from policy makers that we would see a diversity of new actors on the market delivering publicly financed health care services.

• Only the beginning… A lot will probably happen in the health and care sectors.

• People leave public organizations to start a firm because they want to perform the service in a different way.

• It seems to be a challenge for the entrepreneurs to perceive themselves as entrepreneurs. So the questions to discuss are:– What can I /we /policy makers do if we want to

support entrepreneurship in the sector, if we aim at a sector that consists of a diversity of actors, not only large VC-owned actors?

– How can I continue my journey and study identity construction among the entrepreneurs in the sector, what do you suggest?

Entrepreneurial Orientation: Too Much of a Good Thing

Vinit ParidaAssistant Professor

Center for Interorganizational Innovation Research (CiiR)Entrepreneurship and InnovationLuleå University of Technology

Source: Wales, J.W., Patel, C.P., Parida, V. & Kreiser, P.M. (forthcoming), Non-linear Effects of Entrepreneurial Orientation on Small Firm Performance: The Moderating Role of Resource Orchestration Capabilities, Strategic

Entrepreneurship Journal.

Entrepreneurial Orientation (EO) “strategy-making practices, management philosophies, and

firm level behaviors that are entrepreneurial in nature” Key knowledge voids remain regarding this relationship in

the context of small firms (i.e. less than 50 employees) due to mixed results

Examining the potential curvilinear nature of relationship between EO-performance

At low to moderate level of EO (Benefits out weights costs) Discovery of new entry through proactive search process Less resource intensive and manageable new entry opportunities Less risky- incremental innovations

At high levels of EO (Costs out weights benefits) Simultaneous experiments would stretch recourses base Extensive ‘bold strokes’ or ‘courageous moves’ through radical

innovations Symbolic use of market intelligence for satisfying entrepreneurial

agenda

Hypothesis1: The relationship between EO and firm performance is inverted U-shaped for small firms

Firm Growth

Entrepreneurial Orientation

Innovativeness

Risk-takingProactiveness

Moderating Effects

ICT capability refers to the extent to which a firm is able to utilize ICT to improve its overall business processes (i.e. efficiency) Streamline business processes and reduce cost of production Reduce cost associated with product development (e.g. virtual prototyping) Facilities internal external information exchange, leading to entrepreneurial alertness

Network capability refers to a firm’s ability to use of inter-organizational relationships to gain access to various resources held by other actors (i.e. effectiveness) Connecting to new and diverse actors enable improved ability to develop innovations Greater partner knowledge sharing reduces knowledge asymmetry Reduce transaction costs through lowering likelihood of opportunistic behavior Improved ability to take strategic decisions about new market enter

Hypotheses 2 & 3: ICT capability and Network capability positively moderates the curvilinear relationships between EO and small firm performance

Interpretation of Inverted U-shaped Relationship Tests

Non-linear Moderating Effects of Capabilities

Theoretical Contributions

EO-performance relationship dose not hold indefinitely for small firms On average a low to moderate levels of EO produces the highest growth

(e.g. low inflection points)

Based on resource orchestration theory, the optimal level of EO vary as a function of organizational capabilities (i.e. ICT and network capabilities) Moderate level is not always optimal

Both capabilities play important role in maximizing the utility of EO in small firms Pursuing higher levels of EO requires higher levels of ICT capability and

network capability

Managerial Contributions

When not possessing critical organizational capabilities, increased level of EO can be less beneficial or even harmful

Post-hoc analysis: Size of small firm plays strong influencing role on EO-performance relationship

Managers need to balance EO with ICT capability, network capability, and firm size to best enhance performance

Entrepreneurial Orientation: Is it Too Much of a Good Thing?

Thank You!

For more information contact: Vinit Parida ([email protected])

mailto:[email protected]

Innovation beyond Product Development

Maria Elmquist, Esbri Estrad, 12-12-12

Associate Professor, PhD.Center for Business Innovation

Div. of Innovation Engineering and ManagementChalmers University of Technology

[email protected]

16Maria Elmquist - Estrad - 121212

Innovation Something new /knowledge/technology) that

creates new value for customers or the producing firm when it reaches the market.

Large firm focus: efficiency (lean!) Claim to work with innovation Innovation =/= R&D Innovation Capabilities

Toyota Prius

Maria Elmquist - Estrad - 121212 17

My research interest: Innovation Capabilities (IC)

The firm’s ability to deploy its available resources to generate and appropriate value in new ways

System view rather than process (resources, processes, mindset)

Strategic intent External relations Managerial capabilities IC are “innovation muscles”


Main research questions:

How can the development of innovation capabilities be organized?

How can the development of innovation capabilities be managed?

How can companies openup their innovation processes?


For the discussion How can large firms learn from entrepreneurial

processes (and vice versa)? How can we study capabilities? What role can/should researchers play?


Gaseller – vad vet vi

och vad vet vi inte?

Karl WennbergHandelshögskolan i Stockholm

Näringslivets forskningsinstitut Ratio

Vikten av Gaseller

Gaseller?

Kompetenser

Marknadsfokus

Policy slutsatser

Varför är gaseller viktiga?En liten grupp snabbväxande företag skapar nästan hela nettotillväxten av jobb

(Henrekson & Johansson, 2010)

Anställer ofta individer utan “exakt rätt” kompetens men med “rätt attityd”

(Coad, Daunfeldt, Johansson & Wennberg, 2012; Hamilton & Danell, 2012)

Gaseller finns i alla branscher och regioner, dock ojämnt fördelade

(Delmar & Wennberg, 2010)

Vikten av Gaseller

Gaseller?

Kompetenser

Marknadsfokus

Policy slutsatser

Ledaregenskaper• Ofta påbörjad (men inte alltid avslutad)

högskoleutbildning• Ofta gedigen branscherfarenhet• (Andersson, Efendic, Wennberg,

2012)Företagsegenskaper• Samtliga branscher: I Sverige allt vanligare med

tjänsteföretag (t.ex. bemanningsföretag)• Ofta en professionell styrelse• Internt genererade vinstmedel• Ibland höga marginaler, men varierar stort

(Markman & Gartner, 2002)

Gaseller…hur ser de ut?

Kompetensutveckling oftast intern

Vikten av Gaseller

Gaseller?

Kompetenser

Marknadsfokus

Policy slutsatser

Starkt fokus på rekrytering

Viss kompetensutve

ckling vid behov

Strategier som centrerar

runt de anställda

Det svåraste:"Att hitta rätt

folk"

Gasellerna utvecklar interna kompetenser, framförallt genom rekrytering

“passa in” viktigast, formell utbildning / erfarenhet mindre viktigt

(Hamilton & Danell, 2012)

Success factor? Marknadsfokus

Vikten av Gaseller

Gaseller?

Kompetenser

Marknadsfokus

Policy slutsatser

Marknadskunskap hos gasellerna ger konkurrensfördelar

Flexibilitet att ta marknadsandelar och rekrytera nyckelpersonal även under lågkonjunktur

Möjliggör flytt till en

attraktiv position på marknaden

Anställda flyttas till

efterfrågade nischer

Kunderna kommer för

hjälp att hantera

marknaden

Ger kunderna exakt det de

ville ha

• 4% av alla företag skapar 50% av alla nya jobb

• Begränsad forskning om både interna och externa förutsättningar för gaselltillväxt

• Human Resources, Strategy, Organization, Economics, Dynamic Systems, Networks, etc.

• Inte alltid mer lönsamma, få uppvisar uthållig tillväxt

(Halvarsson & Daunfeldt, 2011; Markman & Gartner, 2002)

Snabbväxare viktiga

Kunskap Saknas

Interdisciplinaritet viktigt

Slumpen?

Vikten av Gaseller

Gaseller?

Kompetenser

Marknadsfokus

Policy slutsatser

Slutsatser

Tack…

…Nils Karlson, Henrik Lindberg, Elina Fergin, Markus Danell & Sebastian Hamilton (Ratio)

…Nedim Efendic (Handelshögskolan)…Sven-Olov Daunfeldt & Dan Johansson (HUI)…Andreas Nilses (DI)…Erkko Autio (Imperial College)…Johan Wiklund (Syracuse)…Frederic Delmar (Lund)…Alex Coad (University of Sussex)…Anna Öhrwall Rönnbäck (Linköping University)…Erik Stam (Utrecht University)

Frågor / kommentarer?

Och Tack…

Ragnar Söderbergs StiftelseHandelsbankens ForskningsstiftelserFORESVINNOVA