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ЕКСПЕРИМЕНТУВАННЯ ЯК ОБОВ'ЯЗКОВИЙ КОМПОНЕНТ МОДЕЛІ КОРПОРАТИВНОГО ПІДПРИЄМНИЦТВА
М. О. Кравченко, К. С. Кизименко

Назад

DOI: 10.32702/2306-6814.2020.13-14.12

УДК: 334.73

М. О. Кравченко, К. С. Кизименко

ЕКСПЕРИМЕНТУВАННЯ ЯК ОБОВ'ЯЗКОВИЙ КОМПОНЕНТ МОДЕЛІ КОРПОРАТИВНОГО ПІДПРИЄМНИЦТВА

Анотація

У статті обгрунтовується доцільність методологічного опрацювання експериментування як компоненту моделі розроблення інновацій та внутрішнього корпоративного підприємництва. Визначається недостатність наукових праць щодо експериментування у інноваційній діяльності та внутрішньому корпоративному підприємництві, незважаючи на зростаючий практичний інтерес до нього серед менеджерів високої та середньої ланки. В статті розглядаються організаційні аспекти впровадження експериментування в практику внутрішнього корпоративного підприємництва, а саме: модель та структури організації експериментів у корпораціях, часові та ресурсні характеристики процесу проведення експерименту, практики та методи систематичного експериментування тощо. Визначається вплив експериментування на інноваційну активність організації. Узагальнюються та аналізуються наявні напрацювання, визначаються напрями досліджень, які, на нашу думку, заслуговують на детальний аналіз.

Ключові слова: інновація; корпоративне підприємництво; експеримент; експериментування.

Література

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M. Kravchenko, K. Kyzymenko

EXPERIMENTATION AS AN REQUIRED COMPONENT OF THE CORPORATE ENTREPRENEURSHIP MODEL

Summary

In this article the expediency of methodological elaboration of experimentation as an approach to innovation and corporate entrepreneurship in organizations are explored. The insufficiency of scientific works on experimentation in innovation activity and internal corporate entrepreneurship is determined, despite the growing practical interest in it among top and middle level managers. In the article this tendency are considered, a number of directions of researches, which, in our opinion, deserve the detailed analysis, are specified. Research in corporate strategy has come a long way since its early days as a purely casebased investigation. Today corporate strategy theory draws not only on ideas from many disciplines, but also develops its own concepts to better describe and predict strategic behavior. Methodologically, however, modern corporate strategy research relies primarily on observational methods using large datasets, developed either from primary or archival sources. An increased use of experiments to address the current integrative and interdisciplinary theory in corporate strategy and to complement existing methods are argued. An illustration of how an experimental approach can lead to useful insights, particularly in corporate strategy domains that have traditionally seen few applications of this methodology are provided. The main aspects of experimentation in internal corporate entrepreneurship in more detail are also considered, namely the main provisions of experimentation as a research tool, models and structures of experimentation in sustainable organizations, temporal and structural aspects of the experiment process, and what processes can affect innovation organizations, practices, methods, results of systematic experimentation, etc. The specific features of experimentation as an integral component of the innovative internal corporate entrepreneurship model are revealed. The fundamental methodological issues that should be solved for the introduction of systematic experimentation in the practice of internal innovative corporate entrepreneurship are determined.

Keywords: innovation; corporate entrepreneurship; experiment; experimenting.

References

1. Alexy, O. George, G. and Salter, A. (2013), "Cui bono? The selective revealing of knowledge and its implications for innovative activity", Academy of Management Review, vol. 38, no. 2, pp. 270—291.
2. Aulet, B. (2013), Disciplined entrepreneurship: 24 steps to a successful startup, John Wiley & Sons, Hoboken, USA.
3. Bacon, F. (1926). "Novum organum", The story of philosophy, Simon & Schuster, New York, USA, pp. 100—110.
4. Baumann, O., Schmidt, J. and Stieglitz, N. (2019), "Effective search in rugged performance landscapes: A review and outlook", Journal of Management, vol. 45, no. 1, pp. 285—318.
5. Bhaskaran, S. Erzurumlu, S. and Ramachandran, K. (2018), "Sequential product development and introduction by cash-constrained start-ups", Georgia Tech Scheller College of Business Research Paper, vol. 39, pp. 18—34.
6. Blank, S. and Dorf, B. (2012), The startup owner's manual: The step-by-step guide for building a great company, K&S Ranch, Pescadero, Canada.
7. Capgemini Digital Transformation Institute (2017), The discipline of innovation - Making sure your innovation center actually makes your organization more innovative, available at: https://www.capgemini.com (Accessed 4 Jun 2020).
8. Carlile, P. (2002), "A pragmatic view of knowledge and boundaries: Boundary objects in new product development", Organization Science, vol. 13, no. 4, pp. 442—455.
9. Christensen, C. (1997), The innovator's dilemma: When new technologies cause great firms to fail, Harvard Business School Press, Boston, USA.
10. Cohen, S. Bingham, C. and Hallen, B. (2019), "The role of accelerator designs in mitigating bounded rationality in new ventures", Administrative Science Quarterly, vol. 64, iss. 4, pp. 810—854.
11. Contigiani, A. (2020), "Experimentation and appropriability in early-stage ventures: evidence from the US software industry", SSRN, 16 Apr, available at: https://ssrn.com/abstract=3282261 (Accessed 9 May 2020).
12. Contigiani, A. and Levinthal, D. (2019), "Situating the construct of lean start-up: adjacent conversations and possible future directions", Industrial and Corporate Change, vol. 28, no. 3, pp. 551—564.
13. Dougherty, D. (1992), "Interpretive barriers to successful product innovation in large firms", Organization Science, vol. 3, no. 2, pp. 179—202.
14. Dougherty, D. (2017), "Organizing for innovation in complex innovation systems", Innovation: Organization & Management, vol. 19, no. 1, pp. 11—15.
15. Drucker, P. (1985), Innovation and entrepreneurship, Elsevier, Oxford, Great Britain.
16. Eisenmann, T. Ries, E. and Dillard, S. (2011), "Hypothesis-driven entrepreneurship: The lean startup", Harvard business school background note, vol. 812-095, Harvard Business School Publishing, Cambridge, USA.
17. Fecher, F. Winding, J. Hutter, K. and Fuller, J. (2020), "Innovation labs from a participants' perspective", Journal of business research, vol. 110, pp. 567—576.
18. Flores, M. Golob, M. Maklin, D. and Herrera, M. (2018), "How can hackathons accelerate corporate innovation?", APMS Advances in Production Management Systems. Production Management for Data-Driven, Intelligent, Collaborative and Sustainable Manufacturing, Seoul, Korea, Aug 26—30, available at: https://www.researchgate.net/publication/327202712_How_Can_Hackathons_Accelerate_Corporate_Innovation (Accessed 10 May 2020).
19. Foster, R. (1988), Innovation: The attacker's advantage, Summit books, New York, USA.
20. Gambardella, A. Camuffo, A. Cordova, A. and Spina, C. (2020), "A scientific approach to entrepreneurial decision making: Evidence form a randomized control trial", Management Science, vol. 66, no. 2, pp. 503—1004.
21. Gans, J. Stern, S. and Wu, J. (2019), "Foundations of entrepreneurial strategy", Strategic Management Journal, vol. 40, no. 5, pp. 736—756.
22. Granados, C. and Pareja-Eastaway, M. (2019), "How do collaborative practices contribute to innovation in large organisations? The case of hackathons", Innovation: Organization & Management, vol. 21, iss. 4, pp. 487—505.
23. Humble, J. Molesky, J. and O'Reilly, B. (2014), Lean enterprise: How high performance organizations innovate at scale, O'Reilly Media, Sebastopol, Canada.
24. Isaacson, W. (2011), Steve Jobs: A Biography, Thorndike Press, Waterville, USA.
25. Kohler, T. (2016), "Corporate accelerators: Building bridges between corporations and startups", Business Horizons, vol. 59, no. 3, pp. 347—357.
26. Levitt, T. (1960), "Marketing myopia", Harvard Business Review, vol. 38, no. 4, pp. 24—47, available at: https://canvas.harvard.edu (Accessed 10 Jun 2020).
27. Lewis, M. and Moultrie, J. (2005), "The organizational innovation laboratory", Creativity and Innovation Management, vol. 14, no. 1, pp. 73—83.
28. Magadley, W. and Birdi, K. (2009), "Innovation labs: An examination into the use of physical spaces to enhance organizational creativity", Creativity and Innovation Management, vol. 18, no. 4, pp. 315—325.
29. Mowery, D. (2009), "Plus ca change: Industrial R&D in the "third industrial revolution", Industrial and Corporate Change, vol. 18, no. 1, pp. 1—50.
30. O'Reilly, C. and Tushman, M. (2016), Lead and disrupt: How to solve the innovator's dilemma, Stanford University Press, Redwood City, USA.
31. Owens, T. and Fernandez, O. (2014), The lean enterprise: How corporations can innovate like startups, Wiley, Hoboken, USA.
32. Pe-Than, E. Nolte, A. Filippova, A. Bird, C. Scallen, S. and Herbsleb, J. (2019), "Designing corporate Hackathons with a purpose: The future of software development", IEEE Software, vol. 36, no. 1, pp. 15—22.
33. Porac, J. Thomas, H. and Baden-Fuller, C. (1989), "Competitive groups as cognitive communities: The case of Scottish knitwear manufacturers", Journal of Management Studies, vol. 26, no. 4, pp. 397—416.
34. Puranam, P. (2017), "When will we stop studying innovations in organizing, and start creating them?", Innovation: Organization & Management, vol. 19, no. 1, pp. 5—10.
35. Ries, E. (2011), The lean startup: How today's entrepreneurs use continuous innovation to create radically successful businesses, Crown Books, New York, USA.
36. Ries, E. (2017), The startup way: How modern companies use entrepreneurial management to transform culture and drive long-term growth, Currency, New York, USA.
37. Ries, E. and Euchner, J. (2013), "What large companies can learn from start-ups", Research-Technology Management, vol. 56, no. 4, pp. 12—16.
38. Shankar, R. and Shepherd, D. (2019), "Accelerating strategic fit or venture emergence: Different paths adopted by corporate accelerators", Journal of Business Venturing, vol. 34, no. 5, pp. 5—11.
39. Twain, M. (1906), Eve's Diary, Harper & Brothers, New York, USA, available at: https://www.gutenberg.org (Accessed 23 May 2020).
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№ 13-14 2020, стор. 12 - 18

Рубрика: Економіка

Дата публікації: 2020-08-18

Кількість переглядів: 605

Відомості про авторів

М. О. Кравченко

д. е. н., доцент, професор кафедри менеджменту, Національний технічний університет України "Київський політехнічний інститут імені Ігоря Сікорського"

M. Kravchenko

Doctor of Economic Sciences, Associate Professor, Professor of the Department of Management,National technical university of Ukraine "Igor Sikorsky Kyiv Polytechnic Institute"

ORCID:

0000-0001-5405-0159


К. С. Кизименко

аспірант кафедри менеджменту,Національний технічний університет України "Київський політехнічний інститут імені Ігоря Сікорського"

K. Kyzymenko

Postgraduate student of the Department of Management,National technical university of Ukraine "Igor Sikorsky Kyiv Polytechnic Institute"

ORCID:

0000-0002-3078-1931

Як цитувати статтю

Кравченко М. О., Кизименко К. С. Експериментування як обов'язковий компонент моделі корпоративного підприємництва. Інвестиції: практика та досвід. 2020. № 13-14. С. 12–18. DOI: 10.32702/2306-6814.2020.13-14.12

Kravchenko, M. and Kyzymenko, K. (2020), “Experimentation as an required component of the corporate entrepreneurship model”, Investytsiyi: praktyka ta dosvid, vol. 13-14, pp. 12–18. DOI: 10.32702/2306-6814.2020.13-14.12

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