2019, Perrett, Pieter Jan, Wittmann, Xinhua

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.

2015-06-25, 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.

2014, Barjak, Franz, Bill, Marc, Perrett, Pieter Jan

2008, Hulliger, Beat, Lussmann Pooda, Daniela, Perrett, Pieter Jan, Binswanger, Mathias

2018, Meyer, Rolf, Perrett, Pieter Jan

The report provides an insight into the success factors of Social Hubs in Europe, North America, and Asia. It suggests that despite providing evidence of a thriving social start-up scene, there is no agreed definition of success. Whilst the vibrancy and collaborative nature of the hub com-munity are seen as crucial, how to achieve and manage this cohesion varies. Some have fo-cused on a myriad of different activities in the physical space (events, trainings, coaching, net-working, incubation and acceleration programmes, and research), while others have far-reaching virtual communities. Our research illustrates a diversity of social hubs with different models running on social entrepreneurial as well as business principles. All countries covered in the research highlighted the growth in start-up hubs, while some report-ed competition as a distinct threat. Most of these start-up hubs are located in the larger urban cities; they provided evidence of different success levels. Some recommendations, for (new) soc

2014-06-19, Barjak, Franz, Perrett, Pieter Jan, Zagelmeyer, Stefan

2013, Barjak, Franz, Arundel, Anthony, Es-Sadki, Nordine, Perrett, Pieter Jan, Samuel, Olga, Lilischkis, Stefan

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.

2014-06-18, 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.

2009, Hulliger, Beat, Binswanger, Mathias, Lussmann Pooda, Daniela, Perrett, Pieter Jan, von Arx-Steiner, Nina