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1.
  • Steiber, Annika, 1968, et al. (creator_code:aut_t)
  • Entrepreneurship: What It Really Is, and Why It Must Be Integrated into Management of the Firm
  • 2016
  • record:In_t: Management for Professionals. - Cham : Springer International Publishing. - 2192-810X .- 2192-8096. ; , s. 53-63
  • swepub:Mat_chapter_t (swepub:level_scientificother_t)abstract
    • This chapter examines what entrepreneurship consists of, describes what entrepreneurs actually do, and shows that their function is essential to companies of all ages and sizes. (Indeed, whole companies must become “entrepreneurs.”) A new definition of entrepreneurship is developed here, drawing on insights contributed by writers from Cantillon and Say to Joseph Schumpeter, Peter Drucker, and others. The chapter shows that entrepreneurship is definitely more than the act of starting new companies; it encompasses the process of creating and exploiting new business opportunities, wherever that process may occur. Also the chapter explores why our modern notion of “entrepreneurship” has become separated from “management,” and calls for a re-integration of the two—not just conceptually but in everyday practice.
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2.
  • Alänge, Sverker, 1951, et al. (creator_code:aut_t)
  • From job-less growth to growth-with-less-jobs: Employment and equity impact of technical and organisational change
  • 1996
  • record:In_t: Science and Public Policy. - 1471-5430 .- 0302-3427. ; 23:1, s. 27-38
  • swepub:Mat_article_t (swepub:level_refereed_t)abstract
    • New technical innovations in the form of new production technologies are known to affect productivity, but organisational innovations and new ways of designing products have now been found to have a profound influence on productivity. These innovations have moved the industrialised countries into a stage in which industrial growth is accompanied by the continuous reduction in industrial employment. This development will greatly influence our society and put stringent demands on our political decision-making apparatus to avoid a growth in the 'wealth of nations' going hand-in-hand with a growth in poverty.
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3.
  • Steiber, Annika, 1968, et al. (creator_code:aut_t)
  • Corporate-startup Co-creation for Increased Innovation and Societal Change
  • 2020
  • record:In_t: Triple Helix. - : Brill. - 2197-1927 .- 2590-0366. ; 7:2-3, s. 227-249
  • swepub:Mat_article_t (swepub:level_refereed_t)abstract
    • The emphasis on corporate-startup collaboration has reached a new level in the context of digital transformation of most industries. Co-creation, as one non-equity based model for corporate-startup collaboration is increasingly getting attention among corporations and startups, but also among local governments. However, even if companies, governments, and startups invest in this approach for innovation and societal change, the concept is under-researched. The purpose of this paper is to further examine corporate-startup co-creation by conducting a systematic literature review, as well as present a real case 'FirstBuild'. The findings were that co-creation as a corporate-startup collaboration model increases in attention. However, there is currently a large knowledge gap in previous research in regards to this phenomenon and more research on corporate-startup co-creation is needed, specifically in regards to metrics and its effects on corporate innovation, startups' growth, and society.
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4.
  • Alänge, Sverker, 1951 (creator_code:aut_t)
  • Acquisition of Capabilitities through International Technology Transfer
  • 1987
  • swepub:Mat_doctoralthesis_t (swepub:level_scientificother_t)abstract
    • The focus in this thesis is on the acquisition of static and dynamic capabilities in LDC industry. This has been studied in small industries in Tanzania, which were started through international technology transfer, in which small producing firms from Sweden acted as technology suppliers (The Sister Industry Programme).The data has been collected during an eight-year period, beginning from the start of the first projects in Tanzania in 1978. In total, interviews have been conducted in 22 Tanzanian firms and 18 Swedish firms, supplemented by interviews with authorities and consultants. An in-depth study of acquired capabilities was carried out in 1983, forming the basis for an assessment of the technology transfer programme. An analytical scheme was made for the analysis of static and dynamic technological and managerial capabilities. These include production/administrative and inventive/entrepreneurial capabilities. Furthermore, during the course of the research, a method was developed for estimating the dynamic long-term effects in terms of magnitude of the capability contribution from the international technology transfer project.It was found that capability acquisition is a complex and long-term process, of which an international technology transfer project is only one step. Previous industrial experience is essential in order to benefit from an overseas training programme. While small scale industries were shown to be excellent in transferring production capabilities, they were less successful in the transfer of administrative and dynamic capabilities. This was primarily due to their inherent weakness of having a shortage of qualified personnel for training activities. However, through long-term cooperation, initially based on a contract and later developing in to a business relationship, and recurrent training periods in Sweden, it has been shown that several of the small Tanzanian firms have been able to acquire substantial stocks of dynamic capabilities. The Swedish firm has thus supplied the Tanzanian firms with new information and knowledge, having the double function of compensating for weaknesses in the local Tanzanian network and sometimes serving as a link to an international market. Based on these findings, the present study also makes some additions to the conceptualization of the infant industry process. Lastly, recommendations are provided for improving a sister industry type of technology transfer.
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5.
  • Alänge, Sverker, 1951, et al. (creator_code:aut_t)
  • Three operational models for ambidexterity in large corporations
  • 2018
  • record:In_t: Triple Helix. - : Brill. - 2197-1927. ; 5:5, s. 1-25
  • swepub:Mat_article_t (swepub:level_refereed_t)abstract
    • This paper examines new approaches that large firms are using to become more ambidextrous—more able to “explore” and innovate for the future while they “exploit” current lines of business. It presents and compares three different models for boosting innovation by partnering with external actors: GE Appliances’ FirstBuild unit for new-product development, the Open Innovation function at Electrolux, and Lantmännen’s Greenhouse corporate accelerator program. The models are earlystage but have started generating product and business-model innovations, planting seeds of cultural change in the parent firms, and building external ecosystems with partners that range from startup companies to individual developers and makers.
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6.
  • Steiber, Annika, et al. (creator_code:aut_t)
  • Corporate-startup collaboration: effects on large firms' business transformation
  • 2020
  • record:In_t: European Journal of Innovation Management. - 1460-1060. ; 24:2, s. 235-257
  • swepub:Mat_article_t (swepub:level_refereed_t)abstract
    • Purpose Corporations' emphasis on startup collaboration for corporate innovation has reached a new level in the context of digital transformation. The purpose of this paper is to examine three different models of corporate-startup collaboration and the models' effects on the case companies' capabilities for, and actual outcome in regards to their business transformations. Design/methodology/approach The theory and case studies on corporate-startup collaboration models are based on several years' empirical study on 30+ multi-national corporations in the Western world. Further, iterative literature reviews on digital and business transformation have been conducted, leading to the identification of two different, but complementing frameworks used to analyze each case's capabilities and outcome in regards to business transformation. Findings Collaboration with startups was found to positively affect the firms' business transformation. Further, the three-step analytical process is a valuable path to better understand, and improve, the cases' capability for, and outcome in regards to their business transformations. Research limitations/implications - The paper includes three case studies and a new process for analyzing their effects on capabilities for, and actual outcome in regards to business transformation. More research is needed, both on cases and on how to refine the analytical process. Practical implications - The practical contributions from this paper are the in-depth description of the three operational cases, as well as insights on how each model's set up (approach) can affect both capabilities for, but also level of business transformation. As a result, a company might need a portfolio of different startup collaboration initiatives in order to manage a more holistic transformation of their business. Originality/value The paper's main theoretical and practical contributions are further knowledge on organizations and organizational practices for corporate-startup collaboration, as well as a three-step process for analyzing each case's effect on the respective firm's capabilities for, and actual outcome in regards to business transformation.
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7.
  • Steiber, Annika, 1968, et al. (creator_code:aut_t)
  • Leading for Entrepreneurship
  • 2016
  • record:In_t: Management for Professionals. - Cham : Springer International Publishing. - 2192-810X .- 2192-8096. ; , s. 105-120
  • swepub:Mat_chapter_t (swepub:level_scientificother_t)abstract
    • Leading an entrepreneurial firm is quite different from managing a conventional company. This chapter explains key considerations for guiding, supporting, and inspiring teams of entrepreneurial people to produce ongoing innovation. An essential requirement is to provide direction and feedback without micromanaging or telling employees how they should solve problems. The roles of three types of leaders are discussed: top leadership, founder entrepreneurs, and mid-level leaders (formerly called “middle management”). Further, the chapter examines many ingredients of leadership, from communication and incentives to new approaches for bottom-up creativity and decision-making.
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8.
  • Steiber, Annika, 1968, et al. (creator_code:aut_t)
  • Silicon Valley Modellen - lärdomar från världens mest innovativa företag
  • 2016
  • swepub:Mat_book_t (swepub:level_scientificother_t)abstract
    • Den här boken presenterar en ny managementmodell som utvecklats parallellt med informationsteknologins utveckling och som under de senaste åren förfinats av innovativa globala företag som Google, Facebook, LinkedIn, Twitter och Tesla Motors – i Silicon Valley, Kalifornien.Boken ger spännande inblickar i hur dessa dynamiska företag agerar för att ständigt skapa innovationer och för att överleva i en allt mer snabbföränderlig värld. De företag som kan skapa och behålla en starkt entreprenöriell ådra och som snabbast och bäst kan hantera förändringar, parallellt med en hög operativ effektivitet, har bäst möjlighet att möta utmaningarna i en global digitaliserad innovationsekonomi.
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9.
  • Steiber, Annika, 1968, et al. (creator_code:aut_t)
  • The formation and growth of Google: A firm-level triple helix perspective
  • 2013
  • record:In_t: Social Science Information. - : SAGE Publications. - 0539-0184 .- 1461-7412. ; 52:4, s. 575-604
  • swepub:Mat_article_t (swepub:level_refereed_t)abstract
    • The Triple Helix model of innovation systems is widely diffused. The fundamental idea of the model is that ‘university’ can play an enhanced role in innovation in knowledge-based societies and that the three helices – ‘university’, ‘industry’ and ‘government’ – interact in order to produce innovation and therefore regional and national economic growth. This is, however, only one model among several different systemic approaches for explaining regional differences in innovativeness. While the triple helix model emphasizes the role of the university for regional innovativeness, the other systemic approaches call attention to either industry or government as having the lead role in innovation. Further, the triple helix model is developed and primarily explored from a macro-level perspective and not from a firm-level perspective. Finally, while the theoretical value of triple helix interactions are reasonably confirmed, there are still gaps in the triple helix concept, and the practical value is only just beginning to realize its potential. From a firm-level perspective, the purpose of this article is therefore to test the applicability and practical value of the triple helix model when exploring the formation and growth of firms using the case of Google Inc. Useful when exploring a firm’s formation and growth, the triple helix model forces the exploration to start even before the entrepreneur enters the scene, which provides a more holistic picture of firm formation. The three helices were all found to play important but changing roles in the different phases of firm formation and growth. The Google case contributes further understanding of the nature and historical evolution of interactions between the three helices, thereby filling some gaps in the triple helix concept. The Google case also identifies a number of mechanisms for interaction and the important role of the bridging organizations that connect the helices and contribute to the development of interactions. Finally, the concept of ‘spaces’ proved relevant and useful, although in the perspective of a firm, the concept has a broader meaning and exists on different levels.
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10.
  • Steiber, Annika, 1968, et al. (creator_code:aut_t)
  • The Silicon Valley Model: Management for Entrepreneurship
  • 2016
  • swepub:Mat_book_t (swepub:level_scientificother_t)abstract
    • This book presents a new management model that has evolved in Silicon Valley. The future will favor companies that can migrate to a management model, better suited for the times. The abilities to remain entrepreneurial and innovate constantly will be essential for all companies in an innovation economy. However, most firms still use industrial-age management models that are not suited to attracting and energizing entrepreneurial talent. This book imbibes latest results from a year-long study of Google’s approaches to management, and finds similar principles being applied at companies including, Facebook, LinkedIn, Twitter, Tesla Motors, and Apigee. By distilling on the aspects that work across a variety of innovative firms, the authors present a synthesis that could have profound implications for managers everywhere.
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