Presentations of the Swiss Institute for Entrepreneurship - University of Applied Sciences of the Grisons

Abstract: An accepted theory in Business Management holds that innovation and networks are positively connected to one another due to a wide range of reasons, as there is a strong body of research detailing this relationship. However, despite this wealth of information, the role of informal innovation networks along with their associated structures and purposes remains unclear. Based on a multiple case study conducted with 28 companies, patterns of informal networks are investigated in this research through which small and medium sized companies are using to accompany their innovation activities. By utilizing a cluster analysis, the results of our paper show a typology of 5 informal innovation network types independently separate based on several innovation-centered factors, including content, geography, cooperation scale, and structure of the network.

Abstract: In contrary to the trade off assumption of traditional studies, researchers have confirmed that companies that have implemented a hybrid manufacturing strategy and therefore compete through multiple competitive priorities are successful. Operations management literature states that capabilities directly influence a company's success and that to capture the firm's competitive behaviour one needs to analyze the way resources are used. The development as well as the management of capabilities is seen as a major task of a manufacturing strategy. Given the importance of the capabilities for a company's success, we pursue the goal to analyze the capabilities needed to compete simultaneously with multiple competitive priorities. In a first attempt to classify the capabilities underlying a hybrid manufacturing strategy five companies have been analyzed and compared. We articulate a set of propositions based on the comparative data. These observations yield a model of capabilities underlying a hybrid manufacturing strategy.

Abstract: The link between corporate, manufacturing and the marketing strategy is often seen as hierarchical. But existing capabilities can restrict the implementation of new strategies, backfiring higher level concepts. Hierarchical and static models often neglect this interaction. This paper provides a conceptual framework that links marketing, manufacturing and corporate strategy. It furthermore brings together market and resource based view. The conceptual framework has been derived literature based and tested through case study research. The framework not only combines the different perspectives, but can be used as a visualizing tool. Systematically combining a manufacturing and a marketing perspective leads to management implications which even can include the redefinition of the corporate strategy. This article highlights the procedure as well as the results and closes with a discussion of the implications.

Abstract: Lately, many small and medium sized companies have built up a plant in a foreign country, either to benefit from market access, low cost resources or access to expertise (Ferdows, 1989, Feldmann and Olhager, 2013). The internationalisation of the manufacturing network leads to new challenges for entrepreneurs. Especially, small and medium sized companies claim that the coordination of the traditional and the newly established foreign plant is time consuming and inefficient. We assume that there exist complexity drivers, which hinder an efficient and effective collaboration between the plants and thus negatively influence manufacturing network performance. Thus, we need to (1) achieve an understanding of the relevant complexity drivers and (2) how these influence the collaboration between the internationally distributed plants. Finally, based on this insight, we (3) need to derive measures which enhance the effectiveness and efficiency of the collaboration. Hence, we aim to answer two research questions: (1) Which complexity drivers influence the collaboration between dispersed manufacturing plants and (2) how can these complexity drivers be reduced?

Abstract: The lateral knowledge flow between subsidiaries is still an emerging area of inquiry. Studies show that not all provided knowledge is equally beneficial for the receiving subsidiary. In the paper at hand, we analyse if differences in strategic objectives of subsidiaries influences the perception of value of the provided knowledge from the recipient. The results of a single-case study show that more knowledge is shared between subsidiaries following the same strategic objectives. This leads to the conclusion that strategic homogeneity between subsidiaries increases the perception of the value of received knowledge from the recipient’s perspective.

Abstract: Based on an empirical analysis of 52 manufacturing companies from the German-speaking part of Europe, we show that exploration and exploitation can be achieved independently and simultaneously in traditional and lead factory networks. Although in both networks culture influences exploitation, the effects of process and structure on exploration and exploitation are network specific. The results show that the underlying influencing factors differ in both networks, which makes specific investments necessary to achieve exploration and exploitation.

Abstract: IIoT may influence supplier, internal and customer integration. However, the influence may not be described with the usual items of SCI but instead needs to be adapted.The analysis is based on 11 IIoT initiatives and reveals that the overarching changes related to people, data and technologies can be summarized into measures concerning condition monitoring and predictive maintenance. Thus, the respective factors seem to be relevant in order to analyse the influence of IIoT initiatives on SCI. Despite the decision where to start (internal or external), the IIoT initiatives seem to lead to a higher level in both dimensions.

Abstract: In this research paper, we discuss how two distinct network structures influence exploration and exploitation and therefore influence the potential of achieving competitive advantage. In particular, we discuss three pairs of capabilities and how they affect exploration and exploitation in a traditional network structure compared to a lead factory concept. We conclude that the lead factory concept has the higher potential of generating competitive advantage through exploration and exploitation than the traditional network structure.

Abstract: We identify three manufacturing network configurations (product, process and market focus) and discuss the appropriate level of heterogeneity or homogeneity within each of the three configurations. In addition, we develop an integrated framework that describes the network configurations and identifies the factors that determine the appropriate level of heterogeneity or homogeneity for the relevant network configuration. This framework supports global managers by defining the required coordination mechanisms that are needed to lower the negative effects and to strengthen the positive effects of the chosen level of heterogeneity or homogeneity.

Abstract: Technologies related to IIoT may have a huge potential to generate new value. We argue that in order to fully explore and exploit the potential of those technologies, the concept of business models needs to be applied. In doing so, a qualitative research approach is applied to understand how to explore and exploit technologies by means of business model innovation. We show that connectivity is an important extension of the business model in order to understand how to explore and exploit new technologies, especially in relation to IIoT. In addition, the interdependencies between the different business model dimensions are discussed.

Abstract: Der 45-Minuten-Workshop widmet sich dem Thema «Kompetent Feedback geben und nehmen im Team» mit der Menon Feedback-App. Wir demonstrieren am konkreten Beispiel des Erasmus+-Projekts «VIBES» in Kooperation mit Menon Skills AG wie überfachliche Kompetenzen zeitnah und gezielt beobachtet, beurteilt und gefördert werden können. Wir zeigen die Möglichkeiten für Feedback und Reflexion zwischen Peers, in der Gruppe und im Führungskontext. Das Tool ist Mittel zum Zweck. Im Endeffekt geht es darum Potenziale zu erkennen, Persönlichkeiten zu entwickeln oder Interesse zu wecken. Inhaltlich liegt der Fokus beim unternehmerischen Denken und Handeln (vgl. Entrecomp Framework). Gezeigt wird ein Beispiel aus dem Anwendungsbereich der Moderationstechnik.

Abstract: Das Erasmus+-Projekt VIBES entwickelt im Zeitraum von zwei Jahren (2021-2023) Lehr- und Lernmaterialien zur Facilitation der virtuellen, interkulturellen Teamarbeit im dynamischen Umfeld von Organisationen. Zielgruppen sind Auszubildende auf den Stufen Gymnasium, Berufs- und Hochschule sowie Lehrpersonen. Es geht darum unternehmerische Fähigkeiten (Entrecomp, 2017) im virtuellen Raum zu fördern und die Anschlussfähigkeit zwischen den Schulstufen zu verbessern. Mit dieser neuen Qualifikation sollen die Arbeitschancen angehender Berufsleute verbessert werden. VIBES basiert auf Daten von über 30 befragten Unternehmen aus den Partnerländern, offeriert einen niederschwelligen und stufengerechten Planungs- und Gestaltungsraster für die Modulgestaltung und Facilitation, eine digitale Lehr-/ Lernumgebung (OER) sowie ein erprobtes und anwendungsbereites Curriculum mit Methodensatz und Teaching notes. Das Curriculum ist sequenziell und modular aufgebaut und adressiert Kompetenzen in den Bereichen Leadership, Teamarbeit, Kommunikation, digitale Technologien sowie Gesundheit/Selbstmanagement. Die Ausgestaltung der Lehrinhalte und Wahl der Methoden kann in unterschiedlichen Kontexten (Bildungsstufe, Zyklus, Dauer) erfolgen, z.B. als einzelnes Unterthema (Summer School, Workshop), kombinierte Unterthemen (Bachelor-Modul) oder kombinierte Niveaus (Kombi-Kurs von Berufsschule und Fachhochschule). VIBES entsteht u.a. in Zusammenarbeit mit der Universität Dubrovnik (Kroatien), EBS/Smartwork (Estland), LAB University of Applied Sciences (Finnland) und Institut de Haut Formation aux Politiques Communautaire (Belgien).

Abstract: Autonomy, a central mechanism to coordinate manufacturing networks, is mainly reported as positively influencing performance. Next, internal and external embeddedness are found to influence performance positively. In the study at hand, we link autonomy, internal and external embeddedness and performance (efficiency and effectiveness) and analyse the relationships from an operations management perspective. In doing so, we find that autonomy has a significant and negative effect on efficiency and that internal and external embeddedness have a significant and positive effect on operational performance. We conclude that internal embeddedness is worthwhile to strive for and achievable through tighter plant control from headquarters.