Digital Entrepreneurship (eBook)

Preface 6
References 10
Contents 11
Contributors 12
Digital Entrepreneurship and Value Beyond: Why to Not Purely Play Online 14
1 Introduction 15
2 Digital Entrepreneurship 16
3 Brick-and-Mortar, Click-and-Mortar, and Online Pure Playing 19
4 Method 20
5 Motives to Not Purely Play Online 23
5.1 Functional Dimension 23
5.2 Emotional and Social Dimension 25
5.3 Economical Dimension 26
5.4 Status Dimension 27
6 The Future of Online Pure Playing 28
7 Conclusion 31
References 31
The Role of Innovation and IP in AI-Based Business Models 36
1 A Short History of Artificial Intelligence (AI) 37
1.1 The First Phase of AI: The 1950s 37
1.2 The Second Phase of AI: The Middle of the 1960s to the Middle of 1970s 38
1.3 The Third Phase of AI: The Middle of the 1970s to the Middle of 1980s 38
1.4 The Fourth Phase of AI: The Beginning of the 1990s 38
2 Overview of AI Applications and AI-Based Business Models 40
2.1 General Forms of AI 40
2.2 Common AI Techniques 41
2.3 Functional AI Applications 42
2.4 Application Fields of AI 44
3 State of the Art and (Newer) Innovations in AI-Based Business Models 44
3.1 Classification of AI-Based Business Models 44
3.2 Classification in a Monetarization-Defensibility Matrix 45
3.3 Classification Along the Degree of Integration 46
3.4 Implications from AI-Based Business Model Classifications for IP 47
4 The Role of IP in AI-Based Business Models 47
4.1 Formal and Informal Protection Strategies for Business Models 47
4.2 Challenge to Apply Formal IP Strategies to AI 49
4.3 Status quo in Patenting AI-Related Innovations 51
4.4 IP Protection Strategies for AI-Based Business Models 53
4.5 Conclusions and Managerial Implications 57
References 66
Digital Absorptive Capacity in Blockchain Start-ups 70
1 Introduction 71
2 Theoretical Framework and Review of Relevant Literature 72
2.1 The Theoretical Concept of Absorptive Capacity (AC) 72
2.2 The Concept of Firm Performance 73
2.3 The Concept of Start-up 73
2.4 What Is Blockchain? 74
3 Methodology 75
3.1 Objectives 76
3.2 The Survey 76
3.3 First Section: Control and Filter Questions 78
3.4 Second Section: Independent Variable, AC 78
3.5 Third Section: Dependent Variable, Firm Performance 78
3.6 The Sample 78
3.7 Data Management and Statistics 79
3.8 Frequencies: Firm Performance 79
3.8.1 Acquisition 81
3.8.2 Assimilation 81
3.8.3 Transformation 82
3.8.4 Exploitation 82
3.9 Level of Absorptive Capacity. Firm Performance 84
3.10 Means: Acquisition, Assimilation, Transformation, and Exploitation Versus Firm Performance 84
3.11 Research Question and Hypotheses Validation 85
4 Conclusion 87
Appendix 88
References 89
Entrepreneurship in a New Digital Industry: The Emergence and Growth of Mobile Health 92
1 Introduction 92
2 The Emergence of the mHealth Industry 94
2.1 Mobile Internet and Smartphones 94
2.2 Rising Healthcare Costs 95
3 Overview of Players in the mHealth Industry 96
4 New Ventures in the mHealth Industry 100
5 A Research Agenda: Digital Entrepreneurship in Emerging Industries 104
6 Conclusion 108
References 109
Entrepreneurship as an Innovation Driver in an Industrial Ecosystem 112
1 Introduction 113
2 Innovation and Entrepreneurial Ecosystems 114
2.1 Ecosystems, RIS, and Clusters 114
2.2 Entrepreneurial Ecosystems 115
2.3 Interaction Between Entrepreneurial and Innovation Ecosystems 115
3 Research Design 116
4 Historical View on the Development of Denmark´s Wind Energy Ecosystem 118
4.1 First Phase: Formative Stage: 1972-1980 119
4.2 Second Phase: Growth Stage: 1980-2000 119
4.2.1 Building Trust and Legitimacy in an Emerging Industry 120
4.2.2 Unusual Collaboration Arrangements with Suppliers and Competitors 120
4.3 Third Phase: Globalization Stage 2000-2006 121
4.3.1 Park Developers as Innovation Intermediaries 121
4.3.2 Competition and Internationalization 121
4.4 Fourth Phase: Restructuration Phase 2006-Present 122
4.4.1 Changing to an Open Supply Chain Structure: Innovation for a Global Industry 122
5 A Value Chain View of Entrepreneurial Opportunities 122
5.1 One Industry but Different Maturity Levels 122
5.2 A Substantial Barrier for New Entrants with Digital Technologies 123
5.3 The Value Chain Structure Determines the Gaps for New Entrants 123
5.3.1 Three Major Barriers and a Surprise for New Entrants in the Turbine Development Activities 125
5.3.2 Opportunities in the Operation and Maintenance Activities of the Value Chain 127
5.3.3 Where Did New Entrants Go in the Wind Industry? 127
5.4 The Future of the Industrial Innovation Ecosystem 128
6 Implications for Research and Practice 129
6.1 Keeping the Innovation and Entrepreneurship in the Region 130
7 Limitations and Further Research 131
References 131
Virtual Reality as a Digital Learning Tool in Entrepreneurship: How Virtual Environments Help Entrepreneurs Give More Charisma... 135
1 Background and Assumptions 136
2 Study Design and Expectations 139
3 Acoustic Parameters 141
4 Experiment 1 143
4.1 Participants 143
4.2 Procedure 144
4.3 Acoustic Analysis 146
4.4 Statistical Analysis 147
4.5 Results 149
4.6 Interim Discussion 151
5 Experiment 2 152
5.1 Method 152
5.2 Results 153
5.3 Discussion of the Production Data 155
6 Experiment 3 157
6.1 Participants 157
6.2 Stimuli 157
6.3 Procedure 159
6.4 Statistical Analysis 160
6.5 Results 160
6.6 Discussion of the Perception Data 162
7 General Discussion, Conclusions, and Implications 162
References 166
Effects of Internal Corporate Venturing on the Transformation of Established Companies 171
1 Corporate Venturing as a Strategic Tool to Transform Established Companies 172
2 Corporate Venturing to Strengthen Organizational Ambidexterity 174
3 Research Methods 178
3.1 Data Sample 178
3.2 Data Collection 178
3.3 Data Analysis 180
4 Results: Two Types of CV Forms with Different Effects on the Transformation of the Core Organization 180
5 Discussion: Renewing Established Companies in Times of the Digital Transformation with CV 185
5.1 Limitation of the Study 188
5.2 Managerial Implications 189
5.3 Future Research Agenda 190
References 191
The Internet of Things in a Business Context: Implications with Respect to Value Creation, Value Drivers, and Value Capturing 196
1 Introduction 197
2 Theoretical Background 198
2.1 The Internet of Things 198
2.2 Value Creation, Value Drivers, and Value Capturing in Traditional Business Environments 200
3 Value Creation, Value Drivers, and Value Capturing in an IoT Context 201
3.1 Potential Impacts of the IoT on Value Creation 201
3.2 Potential Impacts of the IoT on Value Drivers 202
3.3 Value Capturing in the IoT 203
4 Discussion 205
References 207