Perrett, Pieter Jan
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Drivers of success and failure in international collaboration between small and medium-sized enterprises from highly dissimilar markets
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.
Towards the evaluation of research and innovation policies at system level
2014-06-19, Barjak, Franz, Perrett, Pieter Jan, Zagelmeyer, Stefan
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.
Paving the way for a new composite indicator on business model innovations
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.
Business model innovation as a composite type of innovation
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.