Strategic entrepreneurship: Essays on new venture creation and business model innovation in incumbents
Year: 2024
Type: dissertation
Abstract: This paper-based dissertation explores the phenomenon of strategic entrepreneurship, exploring it through the lenses of venture creation and growth, as well as business model innovation in incumbents. The nucleus of this work comprises five autonomously published research papers. The introduction (Section 1) serves as a contextual backdrop, illuminating the existing research landscape of strategic entrepreneurship, with a specific emphasis on venture creation and growth, and business model innovation in incumbents. This section provides a comprehensive overview of the five research papers, detailing their content, and offers insight into the current publication status. The concluding Section 6 encapsulates the collective findings of the dissertation, delineating its overarching contributions, acknowledging limitations, and suggesting avenues for research. The first research paper (Section 2) constitutes an empirical investigation into entrepreneurial actions in early stages of venture creation, distinguishing between novice and experienced entrepreneurs. This study unveils three distinct dimensions of entrepreneurial activities—entrepreneurial alignment, resource enhancement, and value generation—which exhibit variations between the two groups. The second paper (Section 3) delves into the fundamental driver of massive and rapid business scaling (MRBS) in digital startups. The findings reveal that MRBS is characterized by a process involving five sequential core drivers and two underlying core drivers. The third paper (Section 4) scrutinizes the trajectory from Facebook to Meta through a lens of business model innovation. The outcomes indicate that the rebranding does not align with radical business model innovation but rather reflects an incremental transformation. Moving forward, the fourth paper (Section 5) employs a scoping review to investigate the current undertakings of companies in the metaverse, resulting in a comprehensive overview of 101 cases across three application fields: offering, customer experience, and internal processes. Lastly, the fifth paper (Section 6) is an empirical study exploring how the metaverse can be integrated into existing business models, revealing four distinctive business model application fields. In summation, this dissertation advances the comprehension of strategic entrepreneurship, shedding light on its multifaceted nature through empirical investigations and contributing valuable insights to both academia and the field at large.
Author: Tomini, Nino
Language: English
Subfield: Management of Technology and Innovation
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W7125574265