Timo Braun

Business Model Change and Network Creation: Evidence from Berlin Start-ups

In this paper we argue that entrepreneurship should not only be conceived as organization- creation but as network-creation. Analogous to organization-creation, the creation of an interorganization...

When Cospecialization Leads to Rigidity: Path Dependence in Successful Strategic Networks

By taking advantage of interorganizational complementarity effects (cospecialization), firms utilize strategic networks to gain relational advantages. Nonetheless, in the long run, firms are sometimes found to be unable to adapt their interorganizational arrangements because of path dependencies. We investigate different effects of cospecialization with a qualitative case study of a strategic network in the software industry. Thereby, we are able to specify how cospecialization contributes to the success of a strategic network. Further, by analyzing multiple data sources, we identify boundedness and asynchronicity as two specific pitfalls for change initiatives in strategic networks.

Configurations for Interorganizational Project Networks: The Interplay of the PMO and Network Administrative Organization

Projects are becoming increasingly interorganizational; therefore, typically, the project management office (PMO) of a single corporation is neither capable of nor authorized to supplying all partners of a project network with services and knowledge. On the interorganizational level, a network administrative organization (NAO) may be founded providing similar services such as those provided by PMOs, but then to all network partners. This conceptual article seeks to integrate these streams of research by comparing the roles and tasks of PMOs and NAOs, as well as their organizational embeddedness. Thereupon, four modes of interplay between these organizational entities are developed and underpinned with exemplary configurations.

Patterns of project-based organizing in new venture creation: Projectification of an entrepreneurial ecosystem

The creation of a new venture is at the heart of entrepreneurship and shares parallels with project-based organizing: embedded in an institutional context, founders have to assemble a team that works on specified tasks within a strict time constraint, while the new venture undergoes various transitions. The purpose of this paper is to explore parallels between both streams of research and an increasing projectification of entrepreneurship.,The study is based upon a case study of the Berlin start-up ecosystem including the analysis of interviews (n=52), secondary documents, and field observations.,The paper reveals that – shaped by their institutional context – patterns of project-like organizing have become pertinent to the new venture creation process. It identifies a set of facets from the entrepreneurial ecosystems – more specifically different types of organizational actors, their occupational backgrounds, and epistemic communities – that enable and constrain the process of new venture creation in a way that is typical for project-based organizing.,This study thus elaborates on how institutional settings enforce what has been called “projectification” in the process of new venture creation and discuss implications for start-up ecosystems.

Another Post-heroic View on Entrepreneurship: The Role of Employees in Networking the Start-up Process

Moving beyond the present post‐heroic perspective known from leadership and entrepreneurship research that emphasizes the importance of external context, we shift the focus from the entrepreneurial luminary and his or her core team to the entrepreneurial firm as an organization with employees. This organizational view captures the vital role of employees, in particular for deepening the external relationships of the firm. Towards this end, the authors investigate how three antecedents increase the organizational innovativeness of start‐ups: (i) the external relationships of the start‐up; (ii) the initiation and maintenance of such relationships through networking by entrepreneurs and employees; and (iii) the differentiation of hierarchical levels in this process. A survey‐based study drawing from the data of 96 entrepreneurs and 228 employees in start‐ups is conducted. To analyse the data, the authors tested the conditional indirect effects through a multilevel moderated mediation analysis. According to the results, interorganizational relationships (IORs) are particularly effective for entrepreneurial innovativeness if networking practices are pursued at the employee level. The collective involvement of employees in fact has a mediation effect compared with the individual efforts developed by the entrepreneur. These findings advance the post‐heroic perspective by emphasizing the distinctive role of employees in the utilization of IORs.

The mediating effects of ego-resilience in the relationship between organizational support and resistance to change

Purpose This study drew upon conservation of resources and organizational support theory to develop a deeper understanding of the antecedents of affective and behavioral reactions to change processes. The purpose of this paper is to construct a theoretical framework based on previous findings of change management research to suggest that the relationship between organizational support and resistance to change is mediated by ego-resilience. This framework was then validated empirically. Design/methodology/approach To test this model, the mediation relationship was examined using regression analysis with bootstrapping. The sample consisted of 323 employees from private and public organizations. Findings The results confirmed that the relationship between organizational support and affective and behavioral reactions to imposed change is mediated by ego-resilience. The theoretical model was thus validated for use in future research. Research limitations/implications This study’s findings have implications for organizations regarding how managers guide their employees through change processes. The research’s limitations arise from the use of convenience non-probability sampling and cross-sectional, self-reported data, which only allow for a tentative generalizability of the results. Originality/value The findings show that organizational change processes are affected by factors on both the individual (i.e. ego-resilience) and organizational level (i.e. organizational support). This study’s results thus provide empirical support for the conclusion that ego-resilience mediates the indirect relationship between organizational support and employees’ resistance to change.

The Influence of Institutional Context on New Venture Creation Towards Project-Like Organizing

The creation of a new venture shares parallels with project-based organizing: embedded in an institutional context, founders have to assemble a team which works on specified tasks within a strict time-constraint, while the new venture undergoes various transitions. Based upon a case study of the Berlin start-up ecology and adopting a practice perspective, we reveal that - shaped by their institutional context - patterns of project-like organizing have become pertinent to the new venture creation process. We identify a set of facets from the institutional context - more specifically different types of actors, their occupational backgrounds and entrepreneurial communities - which enable and constrain the process of new venture creation in a way that is typical for project-like organizing. We thus contribute to strengthening the linkage between research on entrepreneurship and on temporary organizing by elaborating on how institutional settings enforce what has been called ‘projectification’ in the process o...

Implikationen für die Managementforschung

Neben den Implikationen, die im Diskussionsteil jeder der drei Teilstudien aus den Befunden abgeleitet wurden, soll nun auf jene Implikationen eingegangen werden, die sich aus dem Gesamtbild, also uber die drei Teilstudien hinweg, ergeben. Im Vergleich zu den teilstudienbezogenen Implikationen haben diese einen globaleren Charakter und sollen mogliche Entwicklungslinien – auch im Sinne einer Fortsetzung der vorliegenden Arbeit – fur die zukunftige Forschung skizzieren.

Implikationen für die Managementpraxis

In der praxisorientierten Projektmanagementforschung werden Projekte bis heute als weitgehend isoliertes Gestaltungsobjekt dargestellt. Entsprechend sind auch die Denkstrukturen von Projektmanagern sehr stark auf das vordergrundige Projekt fokussiert. Naturlich ist es funktional, dass die Aufmerksamkeit dem aktuellen Projekt zu Teil wird und dadurch die Projektziele konsequent mit den Mitteln und Tools, die von der praktischen Projektmanagementforschung bereitgestellt werden, verfolgt werden (vgl. Kapitel 2.2.1).