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Purpose – Many start-ups are in search of cooperation partners to develop their innovative business models. In response, incumbent firms are introducing increasingly more cooperation systems to engage with startups. However, many of these cooperations end in failure. Although qualitative studies on cooperation models have tried to improve the effectiveness of incumbent start-up strategies, only a few have empirically examined start-up cooperation behavior. The paper aims to discuss these issues.
Design/methodology/approach – Drawing from a series of qualitative and quantitative studies. The scale dimensions are identified on an interview based qualitative study. Following workshops and questionnaire-based studies identify factors and rank them. These ranked factors are then used to build a measurement scale that is integrated in a standardized online questionnaire addressing start-ups. The gathered data are then analyzed using PLS-SEM.
Findings – The research was able to build a multi-item scale for start-ups cooperation behavior. This scale can be used in future research. The paper also provides a causal analysis on the impact of cooperation behavior on start-up performance. The research finds, that the found dimensions are suitable for measuring cooperation behavior. It also shows a minor positive effect on start-up’s performance.
Originality/value – The research fills the gap of lacking empirical research on the cooperation between start-ups and established firms. Also, most past studies focus on organizational structures and their performance when addressing these cooperations. Although past studies identified the start-ups behavior as a relevant factor, no empirical research has been conducted on the topic yet.
Many start-ups are in search of cooperation partners to develop their innovative business models. In response, incumbent firms are introducing increasingly more cooperation systems to engage with start-ups. However, many of these cooperations end in failure. Although qualitative studies on cooperation models have tried to improve the effectiveness of incumbent start-up strategies, only a few have empirically examined start-up cooperation behavior. Considering the lack of adequate measurement models in current research, this paper focuses on developing a multi-item scale on cooperation behavior of start-ups, drawing from a series of qualitative and quantitative studies. The resultant scale contributes to recent research on start-up cooperation and provides a framework to add an empirical perspective to current research.
Autonomous driving is becoming the next big digital disruption in the automotive industry. However, the possibility of integrating autonomous driving vehicles into current transportation systems not only involves technological issues but also requires the acceptance and adoption of users. Therefore, this paper develops a conceptual model for user acceptance of autonomous driving vehicles. The corresponding model is tested through a standardized survey of 470 respondents in Germany. Finally, the findings are discussed in relation to the current developments in the automotive industry, and recommendations for further research are given.
With significant advancements in digital technologies, firms find themselves competing in an increasingly dynamic business environment. Therefore, the logic of business decisions is based on the agility to respond to emerging trends in a proactive way. By contrast, traditional IT governance (ITG) frameworks rely on hierarchy and standardized mechanisms to ensure better business/IT alignment. This conflict leads to a call for an ambidextrous governance, in which firms alternate between stability and agility in their ITG mechanisms. Accordingly, this research aims to explore how agility might be integrated in ITG. A quantitative research strategy is implemented to explore the impact of agility on the causal relationship among ITG, business/IT alignment, and firm performance. The results show that the integration of agile ITG mechanisms contributes significantly to the explanation of business/IT alignment. As such, firms need to develop a dual governance model powered by traditional and agile ITG mechanisms.
