Perrett, Pieter Jan

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Perrett
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Pieter Jan
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Perrett, Pieter Jan

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2014 - 20195
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  • Vorschaubild nicht verfügbar
    Publikation
    Drivers of success and failure in international collaboration between small and medium-sized enterprises from highly dissimilar markets
    (2019) Perrett, Pieter Jan; Wittmann, Xinhua [in: British Academy of Management]
    International markets have created significant opportunities for SMEs from all parts of the world. These opportunities occur in contexts significantly dissimilar to the home markets of the SMEs. Lack of market and culture specific knowledge and missing resources are potential barriers to success. Collaboration between SMEs located in emerging and highly developed markets might be a resort. Literature on international collaboration of SMEs is fragmented and scarce. Academic knowledge on why SMEs develop collaborative relationships in highly dissimilar markets, and how they can establish effective relationships is missing. This research aims to fill the gap by an in-depth-analysis of cases of intercontinental collaboration between European and Chinese SMEs, based on a resource-based theoretical framework combined with empirical evidence from research on inter-organizational collaboration.
    06 - Präsentation
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    Publikation
    Key success factors for a social innovation hub
    (2018) Meyer, Rolf; Perrett, Pieter Jan
    Erfolgsfaktoren von Social Innovation Hubs aufgrund einer Analyse von 21 Interviews mit den Managern dieser Hubs in Europa und Nordamerika.
    06 - Präsentation
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    Publikation
    Business model innovation as a composite type of innovation
    (25.06.2015) Barjak, Franz; Perrett, Pieter Jan
    The paper conceptualises business model innovations (BMI) as a fundamental change of the mechanisms and arrangements of how a company creates, delivers and captures value. It translates this definition into a composite innovation indicator that consists of a combination of radical product and radical process innovations, or radical product innovations combined with marketing and organisational innovations. Deepening our understanding of the construct by means of an exploratory analysis of 60 BMI case studies, we find that revenue model innovations have not been captured sufficiently in the CIS datasets. At the same time, they constitute an essential element and characterize a significant number of BMI cases. We suggest that innovation surveys should introduce questions on revenue model innovations and add a few further changes to better capture business model innovations in the future.
    06 - Präsentation
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    Publikation
    Towards the evaluation of research and innovation policies at system level
    (19.06.2014) Barjak, Franz; Perrett, Pieter Jan; Zagelmeyer, Stefan
    06 - Präsentation
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    Publikation
    Paving the way for a new composite indicator on business model innovations
    (18.06.2014) Barjak, Franz; Bill, Marc; Perrett, Pieter Jan
    The paper conceptualises business model innovations (BMI) as a fundamental change of the mechanisms and arrangements of how a company creates, delivers and captures value. It translates this definition into a composite innovation indicator that consists of a combination of radical product and radical process innovations, or radical product innovations combined with marketing and organisational innovations. Implementing this definition with empirical data from the Community Innovation Surveys (CIS) in Europe, we find that roughly one out of 20 SMEs has introduced a BMI in the three-year period preceding the surveys. Deepening our understanding of the construct by means of an exploratory analysis of 60 BMI case studies, we find that revenue model innovations have not been captured sufficiently in the CIS datasets. At the same time, they constitute an essential element and characterize a significant number of BMI cases. We suggest that innovation surveys should introduce questions on revenue model innovations and add a few further changes to better capture business model innovations in the future.
    06 - Präsentation