# Stefan Breet, PhD > Stefan Breet is an Assistant Professor of Strategy & Entrepreneurship at Radboud University Nijmegen and the founder of Alter Analytics. He studies how workplace networks shape innovation, and helps organizations act on what those networks reveal. Complete content of https://www.stefanbreet.com/, generated 2026-09-09. Index: https://www.stefanbreet.com/llms.txt --- ## Network Agency, Creativity, and Innovation _The Mutual Interdependence between Network Actors and Social Structures_ - Role: Convenor - Event: EGOS Colloquium - Date: 2026-07-09 - Tags: Creativity, Innovation, Social Networks, Network Agency - Source: https://www.stefanbreet.com/service/conference-tracks/egos-2026-subtheme-network-agency-creativity-innovation/

Programme

EGOS Colloquium 2026 · Sub-theme 36 · 9–11 July 2026 · Virtual Colloquium (Digivents)

Convenors

Session 1 Thursday 9 July · 09:30–12:00

Creativity and Network Dynamics

  • Fiona Schröder

    Collective Creativity as Process Quality: A Heuristic Perspective on Variance in Opportunity Spaces

    Discussant: Jonas Stark

  • Jonas Stark

    Together in turbulence? Selection effects in co-patenting networks during crisis

    Discussant: Milica Cuckovic

  • David McBee

    Network dynamics in scientific problem-solving: selective retention across phases

    Discussant: Fiona Schröder

  • Tobias Theel & Julia Brennecke

    When networks take time: Relational paths and temporal structuring for organizing creativity in networks

    Discussant: David McBee

  • Milica Cuckovic

    Effects of collaborative synergy in weakly-tied groups as a result of sensemaking and collective mindfulness: evidence from CCI

    Discussant: Tobias Theel

Session 2 Thursday 9 July · 16:00–18:30

Organizational Networks and Innovation

  • Ecem Bilge Delicik

    When Proximity Backfires: Cognitive Rigidity and Brokers’ Influence on Recombinant Capabilities in Local R&D Networks

    Discussant: Camilla Mola

  • Yi-Jin Sam Chen, Stefano Tasselli & Andrew Parker

    Collaboration Network Communities and Firm Innovation Performance

    Discussant: Cecilia Correggi

  • Natalia Bagnoli, Gabriele Boccoli, Luca Gastaldi & Mariano Corso

    From Gatekeepers to Overloaded Brokers: When Engaging Leadership Weakens Network Advantages

    Discussant: Yi-Jin Sam Chen

  • Cecilia Correggi, Guido Conaldi, Paolo Di Toma & Stefano Ghinoi

    When task and knowledge networks diverge: structural differences and coordination mechanisms in contemporary organizations

    Discussant: Ecem Bilge Delicik

  • Camilla Mola & Daniele Mascia

    Inter-professional boundaries and the emergence of Innovation catalysts: The case of healthcare

    Discussant: Natalia Bagnoli

Session 3 Friday 10 July · 09:30–12:00

Agency and Leadership

  • Olaf N. Rank

    Semiformal organization

    Discussant: Francesca Pallotti

  • Konstantina Nakou & Konstantinos Kostopoulos

    When Stars Deliver: Behavioral Capital, Network Agency, and Collective Execution under Constraint

    Discussant: Manuel Gómez Solórzano

  • Manuel Gómez Solórzano & Fernando Sanchez-Henriquez

    The Liability of Dual Brokerage

    Discussant: Olaf Rank

  • Steffen Triebel, Susanne Braun, Andrew Parker & Christian Waldstrøm

    It’s Not Me, It’s You: The co-constituted relationship between leader identity and alter’s brokerage orientations

    Discussant: Konstantina Nakou

  • Francesca Pallotti, Daniele Mascia & Alberto Monti

    Network Advantage and Informal Leadership: Gendered Pathways Across Organizational Contexts

    Discussant: Steffen Triebel

Session 4 Friday 10 July · 16:00–18:30

Social Change and Emerging Technologies

  • Elena Pöhlmann

    Brokering Architecture Beyond the Firm: Evidence from Women’s Leadership Networks

    Discussant: Thomas Schneidhofer

  • David Obstfeld, Stefano Tasselli & Vartuhi Tonoyan

    A social capital theory of social change: How the social capital academy ameliorates social inequality

    Discussant: Elena Pöhlmann

  • Siyu Fei & Alexandre B. Bitektine

    Beyond tie manipulation: Evaluative agency and micro-to-macro network change

    Discussant: Yingjian Liang

  • Thomas M. Schneidhofer, Josefin Kickhöfer & Sara Obereder

    LLMs as Agents in career fields: Reshaping Information Flows and Access Structures in Gender-Differentiated Career Trajectories

    Discussant: David Obstfeld

  • Yingjian Liang

    “Getting My Foot in the Door”: How Job Market Entrants Form and Activate New Ties for Job Referrals

    Discussant: Siyu Fei

Session 5 Saturday 11 July · 10:00–12:30

Inter-organizational Learning and Competitiveness

  • Yingjie Yuan & Bernard Nijstad

    Choosing People, Not Just Ideas: Intra-Team Visibility and Team Idea Selection

    Discussant: Thijs A. Velema

  • Thijs A. Velema, Quyet-Tien Nguyen, Leonard Schmidt & Andrew Argue

    Why birds of a feather choose to flock together: Examining the cognitive pathways of choice homophily

    Discussant: Julianna Kiss

  • Catalina Espinosa

    Coordination under conditions of structural fragmentation: a structural–narrative perspective on sustainability transition networks

    Discussant: Erez Aharon Marantz

  • Erez Aharon Marantz & Lisha Liu

    The divergent Influence of Partners and Communities: How do Firms Learn from Peers to Form Distant Ties?

    Discussant: Yingjie Yuan

  • Julianna Kiss, Agnes Wimmer, Noémi Krátki & Anita Csesznak

    Connections between embeddedness and competitiveness – examining enterprises in Hungary

    Discussant: Catalina Espinosa

## Call for Papers A prolific line of organizational research studies how, when, why, and to what extent social relationships enhance or undermine creativity and innovation in organizations (e.g., Perry-Smith & Mannucci, 2017; van den Born et al., 2023). Recently, network scholars have started exploring the tensions surrounding network agency (e.g., Quintane & Carnabuci; Soda et al., 2018; Tasselli & Kilduff, 2018). Networks and agency are the apparent poles of an oxymoron. A network consists of the set of nodes and ties that form a social structure, enabling and/or constraining network participants’ (individuals, teams, organizations) choices and actions. Agency represents the extent to which actors forge, reproduce and shape macro-level (inter)organizational and social structures (Tasselli & Kilduff, 2021). Despite the burgeoning interest in this topic, which is signalled by the increasing number of empirical (e.g., Quintane & Carnabuci; Soda et al., 2018; Tasselli & Kilduff, 2018) and review papers (e.g., Burt et al., 2013; Chen et al., 2022; Halevy et al., 2019; Ahuja et al., 2011), symposia and special issues published by leading journals in the field, the connection between network action and network structure deserves deeper and richer attention. On the one hand, it is now universally accepted by organizational researchers that networks are social canvases which either favour or hamper network participants’ action, but it is at the level of network actors, with their idiosyncratic attributes and behaviours, that social action originates and then diffuses in and throughout the network (e.g., Kleinbaum et al., 2015; Pallotti et al., 2023; Tasselli & Sancino, 2023). This is particularly evident when creative individual action introduces an unexpected change in the structure of the social canvas sustained by organizational social networks (Perry-Smith & Mannucci, 2017). On the other hand, however, although the tension concerning agency has been prescient in social network theory and research since its very beginnings (e.g., Moreno, 1941), it has gained popularity (only) recently. Given the important influence of social relationships on creativity and innovation in organizations, it is crucial to understand how structure, agency, and innovation are related. The following research questions are both theoretically and empirically relevant and represent illustrative (although non-exhaustive) examples of the core topics that we expect to present and discuss in this sub-theme: - How does networking happen? Namely, through which processes and behaviours do actors come to occupy those structural positions that explain personal and organizational creativity and innovation? - How do actors change their current structural network position through innovation and creative action, and how does individual creativity diffuse, persist, and becomes a team or (inter)organizational feature? - What are the coevolutionary patterns through which individual actors and social networks mutually define each other in a dynamic process of structuration and reciprocal influence? How do the patterns support or discourage creativity and innovation? - How are network position & agency, knowledge integration, and innovative and creative performance related? - How does a more-than-human perspective – a perspective that recognizes the role of non-human actors – enhance our understanding of the relationship between network structure and agency? What role does ethical agency play in a more-than-human view of organizations, and how does it shape key organizational outcomes such as creativity and innovation? The aim of this sub-theme is to attract and involve a diverse and rich group of young and experienced researchers in an interactive set of presentations and discussions of these and other relevant questions and debates concerning network agency, creativity, and innovation. The current questions and debates involve issues associated with network actors’ characteristics, agency, cognition, behaviours, and with the dynamic interplay of individual choices and structural contingencies. These ideas make the study of organizational networks relevant at different levels of analysis and represent the basis from which the study of social interactions contributes to the articulation of new theory and to the identification of new organizationally relevant phenomena. Given the broad spectrum of our research questions, we welcome submissions at both the micro-level (e.g., intraorganizational social networks) and at the macro-level of analysis (e.g., relationships between organizations or institutions). We are particularly interested in contributions that focus on how creativity originates from-and at the same time connects-multiple levels of organizational agency. We also welcome submissions exploring questions about the relationship between social networks and networking behaviours in more-than-human organizational contexts. We invite papers that follow a wide range of epistemological approaches and methodologies, ranging from quantitative submissions to qualitative and meta-analytical submissions. Review and theoretical papers are also welcomed. Overall, this sub-theme calls for an investigation into how organizational actors, through their agentic or structured approaches to network patterning, model social reality, and how in turn these actor-based or structural models interact with individual action and organizational outcomes. ## References Ahuja, G., Soda, G., & Zaheer, A. (2012): “The genesis and dynamics of organizational networks.” Organization Science, 23 (2), 434–448. Burt, R.S., Kilduff, M., & Tasselli, S. (2013): “Social network analysis: Foundations and frontiers on advantage.” Annual Review of Psychology, 64, 527–547. Chen, H., Mehra, A., Tasselli, S., & Borgatti, S.P. (2022): “Network dynamics and organizations: A review and research agenda.” Journal of Management, 48 (6), 1602–1660. Halevy, N., Halali, E., & Zlatev, J.J. (2019): “Brokerage and brokering: An integrative review and organizing framework for third party influence.” Academy of Management Annals, 13 (1), 215–239. Kleinbaum, A.M., Jordan, A.H., & Audia, P.G. (2015): “An altercentric perspective on the origins of brokerage in social networks: How perceived empathy moderates the self-monitoring effect.” Organization Science, 26 (4), 1226–1242. Moreno, J.L. (1941): “Foundations of Sociometry: An Introduction.” Sociometry, 4 (1), 15–35. Pallotti, F., Mascia, D., & Giorgio, L. (2023): “A multilevel study of social networks and collective reactions to organizational change.” Journal of Organizational Behavior, 44 (7), 1109–1128. Perry-Smith, J.E., & Mannucci, P.V. (2017): “From creativity to innovation: The social network drivers of the four phases of the idea journey.” Academy of Management Review, 42 (1), 53–79. Quintane, E., & Carnabuci, G. (2016): “How do brokers broker? Tertius gaudens, tertius iungens, and the temporality of structural holes.” Organization Science, 27 (6), 1343–1360. Soda, G., Tortoriello, M., & Iorio, A. (2018): “Harvesting value from brokerage: Individual strategic orientation, structural holes, and performance.” Academy of Management Journal, 61 (3), 896–918. Tasselli, S., & Kilduff, M. (2018): “When brokerage between friendship cliques endangers trust: A personality–network fit perspective.” Academy of Management Journal, 61 (3), 802–825. Tasselli, S., & Kilduff, M. (2021): “Network agency.” Academy of Management Annals, 15 (1), 68–110. Tasselli, S., & Sancino, A. (2023): “Leaders’ Networking Behaviours in a Time of Crisis: A Qualitative Study on the Frontline against COVID‐19.” Journal of Management Studies, 60 (1), 120–173. van den Born, F., Mehra, A., & Kilduff, M. (2023): “Network Leadership and Team Creativity: An Exploratory Study of New York City Jazz Bands.” Academy of Management Discoveries, 9 (1), 46–66. --- ## An Introduction to Necessary Condition Analysis (NCA) _Core Concepts and Latest Developments_ - Role: Presenter - Organization: Tilburg University - Date: 2026-05-26 - Tags: Necessary Condition Analysis - Source: https://www.stefanbreet.com/service/workshops/2026/05/26/an-introduction-to-necessary-condition-analysis-nca-core-concepts-and-latest-developments/ Necessary conditions are important for organisations because they are the essential factors that must be present if the organisation wants to achieve specific objectives or maintain a desired performance. Necessary Condition Analysis (NCA) allows researchers to identify, describe, and analyse these conditions. Its approach offers the theoretical logic and set of methodological tools to separate "need-to-haves" from "nice-to-haves" across a range of different research settings. While traditional regression models identify factors that increase the likelihood of an outcome, NCA identifies conditions without which the outcome cannot exist. The method has been adopted by various management disciplines, including Human Resource Management, Organisational Behaviour, International Business, Strategy, Entrepreneurship, and Operations and Supply Chain Management. Its theoretical logic and analytical approach provide new opportunities for management scholars to study existing phenomena and advance our scientific knowledge in meaningful ways. A comprehensive understanding of indispensable factors can lead to more effective management practices, including more effective interventions and more successful policies. This workshop introduces the core concepts and latest developments in NCA. In the first part of the workshop, you will learn about the theoretical logic and methodological application of NCA, illustrated by practical examples from different disciplines. We will compare the characteristics of NCA with other methodological approaches—such as Qualitative Comparative Analysis (QCA) and regression analysis—and discuss why and how NCA can be used to advance management science and practice. In the second part of the workshop, you will discuss how you could apply NCA in your own research. By the end of the workshop, you will be equipped with the knowledge and skills necessary to design and conduct rigorous and reliable NCA studies. --- ## Ode to the Bouncer: Music Festivals as Dynamic Gatekeepers of Radical Innovation - Role: Presenter - Organization: Tilburg University - Date: 2026-05-26 - Tags: Radical Innovation, Music Festivals, Creative Industries, Gatekeeping, Genre Combinations - Source: https://www.stefanbreet.com/research/talks/2026/05/26/ode-to-the-bouncer-music-festivals-as-dynamic-gatekeepers-of-radical-innovation/ Why do some radical new ideas make it onto the main stage and others never get past the door? This talk introduces an event-centered perspective on radical innovation in the creative industries, arguing that music festivals are not merely stages for creative output but active selection systems that shape which innovations emerge, diffuse, and endure. Drawing on longitudinal data from over 480,000 electronic music events in the Netherlands, this study explores explores how atypical genre combinations navigate and survive festival ecosystems while others do not. --- ## Consulting - Date: 2026-05-07 - Source: https://www.stefanbreet.com/consulting/ Alter Analytics is a consultancy specialising in organisational network analysis (ONA): the systematic study of how knowledge, trust, and collaboration actually flow through organisations, as distinct from how formal structures suggest they should. Working at the intersection of network science and innovation consulting, Alter Analytics helps organisations understand their informal architecture and use that insight to drive meaningful change. I founded Alter Analytics out of a conviction that organisations consistently underestimate the power of their informal networks. Org charts and reporting lines tell only part of the story: the real drivers of performance, innovation, and resilience are often invisible to leadership. Alter Analytics exists to make that hidden layer visible, and to help organisations act on what they find. --- ## Science for Sustainability _Examination board of the interfaculty master's programme in Science for Sustainability._ - Role: Member - Organization: Radboud University Nijmegen - Date: 2026-04-15 - Tags: Radboud University, Science for Sustainability, Examination Board - Source: https://www.stefanbreet.com/service/institutional-service/science-for-sustainability-examination-board/ Science for Sustainability is an interfaculty master's programme run jointly by the Faculty of Science and Nijmegen School of Management. Since the programme spans two faculties, its examination board draws its members equally from both, and I serve as one of the representatives of Nijmegen School of Management. An examination board is the body that safeguards the quality of examinations and of the degrees a programme awards. Its statutory tasks are set out in the Dutch Higher Education and Research Act: approving individual study programmes, deciding on student requests such as exemptions and additional examination opportunities, investigating suspected fraud and plagiarism, appointing examiners, and reviewing the quality of course files and theses on a yearly basis. The board was established in April 2026 and members are appointed by the Faculty Board of the Faculty of Science for a four-year term. --- ## From Idea to Impact _How to Survive in a World of Change_ - Organization: Radboud University Nijmegen - Date: 2025-09-29 - Tags: Responsible Organization, Entrepreneurship, Innovation, Innovation Management, Radboud University Nijmegen - Source: https://www.stefanbreet.com/teaching/lectures/2025/09/29/from-idea-to-impact-how-to-survive-in-a-world-of-change/ This lecture explores how organizations can remain entrepreneurial and innovative in the face of global change. Students learn to recognize key trends, understand the entrepreneurial process, and manage innovation effectively and responsibly. ## Living in a World of Change Organizations today face the dual challenge of creating value in the present while preparing for future opportunities. Global trends—such as digital transformation, sustainability pressures, and shifting consumer expectations—require businesses to adapt continuously. We discuss several examples (e.g., Amazon, Dutch department stores) to illustrate how companies navigate these pressures and the risks of failing to innovate. ## Entrepreneurship Entrepreneurship is about venturing practice: creating value by combining opportunities with resources[^1]. We examine different perspectives, including causal vs. effectual reasoning and the entrepreneurial spectrum. Real-world cases such as BP, WWF, Brownies & Downies, and Patagonia highlight how entrepreneurship can take many forms, from profit-driven ventures to mission-driven organizations. The **Timmons Model** of the entrepreneurial process and the **Business Venture Lifecycle** illustrate how entrepreneurs develop ideas into impactful ventures through opportunity recognition, resource mobilization, and team formation. ## Innovation Innovation is the process of creating, using, and spreading novelty[^1]. One of the key drivers of innovation in a changing world is **ambidexterity**: the organization’s ability to balance exploitation of existing strengths with exploration of new opportunities. We discuss several models of innovation, such as the **innovation funnel** and **open innovation** approaches. We also discuss the **diffusion of innovation**, which explains how new products and practices spread. These models are illustrated by case examples such as the Philips Senseo and Baristina coffee systems. We also distinguish between four different types of innovation[^2]: - **Product innovation**: introducing new or improved goods/services. - **Marketing innovation**: new design, packaging, promotion, or pricing methods. - **Process innovation**: improving production or delivery methods. - **Organizational innovation**: new ways of collaborating internally and externally. Finally, we discuss **social innovation**, which tackles societal needs by creating new social relationships across organizational and sectoral boundaries. ## About the Course The course *Introduction to Responsible Organisation* explores how businesses can create economic, social, and ecological value in a rapidly changing world. The course introduces students to the foundations of professional management while addressing the challenges of ethics, responsibility, and sustainability. Across the lectures, we examine how organizations make strategic choices, organize their structures, and foster entrepreneurship and innovation. Students learn key frameworks and apply these to real-world cases ranging from multinational corporations to mission-driven ventures. Through the **Young Innovators Project**, students connect theory with practice by working in teams to research and visit local organizations. They collect data, conduct interviews, and provide insights that feed into the regional [Lifeport@ Innovation Monitor](https://www.lifeporthub.nl/talent/young-innovators). This hands-on project not only develops research and analytical skills but also trains students in professional collaboration and communication. [^1]: As defined in Laasch, O. (2024). *[Principles of Business & Management—Practicing Ethics, Responsibility, Sustainability](https://ru.on.worldcat.org/oclc/1423647355)* (3rd ed.). SAGE Publications Ltd. [^2]: See OECD & Eurostat. (2018). *Oslo Manual 2018: Guidelines for Collecting, Reporting and Using Data on Innovation, 4th Edition*. OECD. [https://doi.org/10.1787/9789264304604-en](https://doi.org/10.1787/9789264304604-en) --- ## Organizing for Innovation: Social vs. Human Resource Management _Managing People and Relationships to Foster Innovation_ - Organization: Radboud University Nijmegen - Date: 2025-09-25 - Tags: Innovation, Innovation Management, Social Networks, Human Resource Management, Social Resource Management, Relational Analytics, Radboud University Nijmegen - Source: https://www.stefanbreet.com/teaching/lectures/2025/09/25/organizing-for-innovation-social-vs-human-resource-management/ How should organizations manage their employees to encourage innovation and entrepreneurship? This lecture explores the limits of traditional human resource management (HRM), which focuses on individuals—their skills, performance, and motivation—and introduces a broader perspective: the management of social relationships. Innovation does not only depend on the talent of individuals, but just as much on the networks that connect them. We examine the emerging shift from HRM to “social resource management[^1]”, where recruitment, evaluation, and development practices are designed with networks in mind. This perspective highlights how collaboration patterns—who interacts, who influences, and where information flows—determine whether ideas can move from conception to implementation. Relational analytics provides organizations with powerful tools to uncover hidden bottlenecks, identify over-reliance on a few central brokers, and reveal opportunities to strengthen collaboration across silos[^2] . By connecting the dots between human capital and social capital, the lecture underscores that organizing for innovation is not just about hiring and motivating talented individuals. It is about cultivating the right relational structures in which ideas can travel, gain support, and take root. Firms that manage both individual potential and collective connections are best positioned to turn innovation from aspiration into reality. # Literature - Soltis, S. M., Brass, D. J., & Lepak, D. P. (2018). Social resource management: Integrating social network theory and human resource management. *Academy of Management Annals*, *12*(2), 537–573. [https://doi.org/10.5465/annals.2016.0094](https://doi.org/10.5465/annals.2016.0094) - Leonardi, P., & Contractor, N. (2018). Better people analytics. *Harvard Business Review*, *96*(6), 70–81. # About the Course The MSc course *Innovation & Entrepreneurship in Context* examines how entrepreneurs and organizations create and sustain innovation within their broader environment. Core themes include creativity, entrepreneurial identity, legitimacy, networks, and opportunity structures, with an emphasis on how these factors shape the success of new ventures and the renewal of established firms. Students engage in interactive lectures, case studies, and team assignments that connect theory to practice. They learn to analyze innovation and entrepreneurship holistically, evaluate internal and external influences, and develop evidence-based recommendations for real companies. Assessment combines a group case study and presentation with an individual exam. [^1]: See Soltis, S. M., Brass, D. J., & Lepak, D. P. (2018). Social resource management: Integrating social network theory and human resource management. *Academy of Management Annals*, *12*(2), 537–573. [https://doi.org/10.5465/annals.2016.0094](https://doi.org/10.5465/annals.2016.0094) [^2]: Leonardi, P., & Contractor, N. (2018). Better people analytics. *Harvard Business Review*, *96*(6), 70–81. --- ## Bringing Ideas to Life: Idea Championing and Implementation _The Social Dynamics of Selling and Realizing Ideas_ - Organization: Radboud University Nijmegen - Date: 2025-09-24 - Tags: Innovation, Innovation Management, Creativity, Idea Championing, Idea Implementation, Social Networks, Radboud University Nijmegen - Source: https://www.stefanbreet.com/teaching/lectures/2025/09/24/bringing-ideas-to-life-idea-championing-and-implementation/ How do promising ideas gain traction and make their way to customer or client? This lecture focuses on the final phases of the “idea journey”: championing and implementation. We examine the social dynamics of how ideas are sold, supported, and eventually brought to life inside organizations. Idea championing is about more than having a good concept—it is also about the social interactions in which you convince others of the idea’s potential. We discuss issue-selling as a central process, where individuals direct attention to problems and opportunities they see as strategically important. Research shows that is effectiveness depends on matching the *genre* of issue-selling to the organizational context, the relationships involved, and the issue at hand.[^1] Yet, evaluation is not always objective: ideas are often overvalued when proposed by hierarchically similar others. Research shows that even in distributed systems designed to reduce hierarchical barriers, hierarchy subtly shapes evaluations, which may distort which ideas are ultimately championed and implemented[^2] Once approved, the focus shifts to implementation. Here, creativity alone does not guarantee success. Without supportive conditions, highly creative ideas are often rejected or abandoned. Research shows that motivation and networking ability are crucial for overcoming these odds—particularly the presence of strong ties that provide buy-in, resources, and a shared vision[^3]. Ultimately, implementation is not just about executing a plan; it is about embedding ideas into an organizational context where they can take root and diffuse. By tracing the journey from championing to implementation, this lecture highlights how social capital, persuasion, and motivation intersect to determine whether innovation remains an aspiration or becomes reality. # Literature - Lauche, K., & Erez, M. (2023). The relational dynamics of issue-selling: Enacting different genres for dealing with discontent. *Academy of Management Journal*, *66*(2), 553–577. [https://doi.org/10.5465/amj.2020.1484](https://doi.org/10.5465/amj.2020.1484) - Schweisfurth, T. G., Schöttl, C. P., Raasch, C., & Zaggl, M. A. (2023). Distributed decision‐making in the shadow of hierarchy: How hierarchical similarity biases idea evaluation. *Strategic Management Journal*, *44*(9), 2255–2282. [https://doi.org/10.1002/smj.3497](https://doi.org/10.1002/smj.3497) # About the Course The MSc course *Innovation & Entrepreneurship in Context* examines how entrepreneurs and organizations create and sustain innovation within their broader environment. Core themes include creativity, entrepreneurial identity, legitimacy, networks, and opportunity structures, with an emphasis on how these factors shape the success of new ventures and the renewal of established firms. Students engage in interactive lectures, case studies, and team assignments that connect theory to practice. They learn to analyze innovation and entrepreneurship holistically, evaluate internal and external influences, and develop evidence-based recommendations for real companies. Assessment combines a group case study and presentation with an individual exam. [^1]: See the article by Kristina Lauche and Miriam Erez published in 2023: [The relational dynamics of issue-selling: Enacting different genres for dealing with discontent.](https://doi.org/10.5465/amj.2020.1484) *Academy of Management Journal*, *66*(2), 553–577. [^2]: See the article by Tim Schweisfurth, Claus Schöttl, Christina Raasch, and Michael Zaggl published in 2023: [Distributed decision‐making in the shadow of hierarchy: How hierarchical similarity biases idea evaluation.](https://doi.org/10.1002/smj.3497) *Strategic Management Journal*, *44*(9), 2255–2282. [^3]: See the article by Markus Baer published in 2012: [Putting creativity to work: The implementation of creative ideas in organizations](https://doi.org/10.5465/amj.2009.0470). *Academy of Management Journal*, *55*(5), 1102–1119. --- ## Cultivating Creativity: Idea Generation and Elaboration _Navigating the Early Phases of the Idea Journey_ - Organization: Radboud University Nijmegen - Date: 2025-09-22 - Tags: Innovation, Innovation Management, Creativity, Idea Generation, Idea Elaboration, Social Networks, Radboud University Nijmegen - Source: https://www.stefanbreet.com/teaching/lectures/2025/09/22/cultivating-creativity-idea-generation-and-elaboration/ How do new ideas take shape, and what determines whether they move from “just-an-idea” towards their implementation? This lecture examines the early phases of the “idea journey” [^1], focusing on how organizations can cultivate creativity through effective idea generation and elaboration. Innovation is a social process. We explore how the structure of intra-organizational social networks shapes access to knowledge and information. Social capital plays a central role here: bridging connections give access to diverse perspectives and new information, while bonding ties create trust, support, and a shared language. Both forms of social capital are productive, but they play different roles in the idea journey. With this foundation, we turn to idea generation and elaboration. Idea generation is the process of producing a variety of creative concepts and selecting the most promising one. Research shows that team characteristics and network structure strongly influence how external insights are utilized—centralized networks, for instance, may limit the effective use of outside ideas[^2]. Idea elaboration, in contrast, is about refining, clarifying, and systematically developing an idea’s potential. Here, the sequencing of networks—whether inside-out, outside-in, or all-in-one—proves crucial for advancing ideas toward maturity[^3]. Throughout the lecture, we highlight how creativity is embedded in relationships and context, rather than being the product of isolated individuals. By understanding the social dynamics of idea generation and elaboration, organizations can better navigate the paradoxes of innovation: balancing uncertainty and structure, radical and incremental paths, and external novelty with internal coherence. # Literature - Venkataramani, V., & Tang, C. (2023). When does external knowledge benefit team creativity? The role of internal team network structure and task complexity. *Organization Science*. [https://doi.org/10.1287/orsc.2023.1661](https://doi.org/10.1287/orsc.2023.1661) - Ter Wal, A. L. J., Criscuolo, P., & Salter, A. (2023). Inside-out, outside-in, or all-in-one? The role of network sequencing in the elaboration of ideas. *Academy of Management Journal*, *66*(2), 432–461. [https://doi.org/10.5465/amj.2020.1231](https://doi.org/10.5465/amj.2020.1231) # About the Course The MSc course *Innovation & Entrepreneurship in Context* examines how entrepreneurs and organizations create and sustain innovation within their broader environment. Core themes include creativity, entrepreneurial identity, legitimacy, networks, and opportunity structures, with an emphasis on how these factors shape the success of new ventures and the renewal of established firms. Students engage in interactive lectures, case studies, and team assignments that connect theory to practice. They learn to analyze innovation and entrepreneurship holistically, evaluate internal and external influences, and develop evidence-based recommendations for real companies. Assessment combines a group case study and presentation with an individual exam. [^1]: See Perry-Smith, J. E., & Mannucci, P. V. (2017). From creativity to innovation: The social network drivers of the four phases of the idea journey. Academy of Management Review, 42(1), 53–79. [^2]: See Venkataramani, V., & Tang, C. (2023). [When does external knowledge benefit team creativity? The role of internal team network structure and task complexity.](https://doi.org/10.1287/orsc.2023.1661) *Organization Science*. [^3]: Ter Wal, A. L. J., Criscuolo, P., & Salter, A. (2023). [Inside-out, outside-in, or all-in-one? The role of network sequencing in the elaboration of ideas.](https://doi.org/10.5465/amj.2020.1231) *Academy of Management Journal*, *66*(2), 432–461. --- ## Innovation & Entrepreneurship in the Organizational Context _Creating adaptive organizations through innovation management._ - Organization: Radboud University Nijmegen - Date: 2025-09-18 - Tags: Innovation, Innovation Management, Entrepreneurship, Corporate Entrepreneurship, Radboud University Nijmegen - Source: https://www.stefanbreet.com/teaching/lectures/2025/09/18/innovation-and-entrepreneurship-in-the-organizational-context/ How do organizations stay innovative while also running their daily business? This lecture explores how companies manage the tension between efficiency and adaptability, and what it takes to keep an entrepreneurial spirit alive inside established firms. Organizations often face the challenge of balancing two demands: creating value in the present while also searching for opportunities to create value in the future. This lecture examines how companies can remain innovative and entrepreneurial through effective innovation management. We look at how firms such as Apple organize for innovation[^1], emphasizing deep expertise, cross-functional collaboration, and leaders who immerse themselves in details. Innovation is defined as the creation and development of new products, services, business models, or processes[^2], and we explore examples that help clarify where creativity turns into genuine innovation. Central to the session is the “idea journey”[^3], which outlines four phases of innovation: generation, elaboration, championing, and implementation. Each phase requires different organizational conditions—from cognitive flexibility and support, to influence, legitimacy, and a shared vision. We also discuss three paradoxes of innovation: the tension between generating and reducing uncertainty, between idea development and implementation, and between incremental and radical innovation. Finally, the lecture highlights how different theoretical perspectives—ranging from network theory and self-determination theory to social identity and leadership approaches—offer different predictions for innovative and entrepreneurial behavior at the individual, team, and organizational level. This plurality of perspectives allows us to better understand how organizations can successfully embed entrepreneurship and innovation in their structures and cultures. # Literature - Podolny, J. M., & Hansen, M. T. (2021). How Apple is organized for innovation. Harvard Business Review. - Perry-Smith, J. E., & Mannucci, P. V. (2017). From creativity to innovation: The social network drivers of the four phases of the idea journey. Academy of Management Review, 42(1), 53–79. # About the Course The MSc course *Innovation & Entrepreneurship in Context* examines how entrepreneurs and organizations create and sustain innovation within their broader environment. Core themes include creativity, entrepreneurial identity, legitimacy, networks, and opportunity structures, with an emphasis on how these factors shape the success of new ventures and the renewal of established firms. Students engage in interactive lectures, case studies, and team assignments that connect theory to practice. They learn to analyze innovation and entrepreneurship holistically, evaluate internal and external influences, and develop evidence-based recommendations for real companies. Assessment combines a group case study and presentation with an individual exam. [^1]: See Podolny, J. M., & Hansen, M. T. (2021). How Apple is organized for innovation. Harvard Business Review. [^2]: This definition is from the book *[Innovation Management](https://www.bloomsbury.com/uk/innovation-management-9781352012446/)* by Jan van den Ende. [^3]: See Perry-Smith, J. E., & Mannucci, P. V. (2017). From creativity to innovation: The social network drivers of the four phases of the idea journey. Academy of Management Review, 42(1), 53–79. --- ## Change or stability? A meta-analysis of organizational responses to social and historical performance feedback - Authors: Stefan Breet, Pursey Heugens, and Anna Nadolska - Published in: European Management Journal - Type: Journal Article - DOI: https://doi.org/10.1016/j.emj.2025.09.005 - Date: 2025-09-18 - Tags: Performance Feedback, Performance Feedback Theory, Strategic Change, Search Intensity, Regulatory Focus Theory, Meta-analysis, European Management Journal - Source: https://www.stefanbreet.com/research/publications/2025/09/18/change-or-stability-a-meta-analysis-of-organizational-responses-to-social-and-historical-performance-feedback/ ### Abstract Performance feedback theory (PFT) proposes that performance shortfalls trigger problemistic search followed by strategic change. However, empirical studies report inconsistent results, suggesting that organizational responses depend on the type of feedback considered and the pathways through which firms attempt to restore performance. To reconcile these conflicting findings, we conducted a meta-analysis of 74 performance feedback studies and integrated PFT with regulatory focus theory to explain when and how organizations respond to performance shortfalls. Our findings show that historical shortfalls (comparisons with a firm's past performance) are associated with strategic change, whereas social shortfalls (comparisons with peers) lead to stability through increased R&D intensity. We also demonstrate that strategic change and R&D intensity represent distinct behavioral outcomes of the feedback process that vary independently rather than unfolding in a fixed sequence. These findings advance PFT by highlighting the differentiated impact of feedback types and provide practical insights for managers seeking to assess the performance of their firms. Organizations constantly compare their performance, both against their competitors and against their own past. But what happens when an organization performs worse than expected? Does that trigger strategic change, or does it reinforce stability? In this meta-analysis of 74 studies, we show that the type of performance feedback determines how organizations respond. When organizations perform worse than they did in the past (*historical comparison*), they are more likely to respond with strategic change. When they perform worse than comparable organizations (*social comparison*), they instead invest more in research and development: a more stable, incremental response. These findings help managers better understand how performance feedback steers behavior, and when it makes sense to change course or to stay the course. --- ## People, Power, and Patterns​ _Understanding the Role of Behavior and Leadership​_ - Organization: Radboud University Nijmegen - Date: 2025-09-13 - Tags: Responsible Organization, Organizational Behavior, Leadership, Radboud University Nijmegen - Source: https://www.stefanbreet.com/teaching/lectures/2025/10/13/people-power-and-patterns-understanding-the-role-of-behavior-and-leadership/ ## About the Course The course *Inleiding Verantwoordelijke Organisatie* explores how businesses can create economic, social, and ecological value in a rapidly changing world. The course introduces students to the foundations of professional management while addressing the challenges of ethics, responsibility, and sustainability. Across the lectures, we examine how organizations make strategic choices, organize their structures, and foster entrepreneurship and innovation. Students learn key frameworks and apply these to real-world cases ranging from multinational corporations to mission-driven ventures. Through the **Young Innovators Project**, students connect theory with practice by working in teams to research and visit local organizations. They collect data, conduct interviews, and provide insights that feed into the regional [Lifeport@ Innovation Monitor](https://www.lifeporthub.nl/talent/young-innovators). This hands-on project not only develops research and analytical skills but also trains students in professional collaboration and communication. --- ## Management in Context and Practice _From Old-World Practices to Professional Management_ - Organization: Radboud University Nijmegen - Date: 2025-09-08 - Tags: Management, Professional Management - Source: https://www.stefanbreet.com/teaching/lectures/2025/09/08/management-in-context-and-practice/ # Required Readings - Leppänen, P., George, G., & Alexy, O. (2023). When do novel business models lead to high performance? A configurational approach to value drivers, competitive strategy, and firm environment. _Academy of Management Journal_, _66_(1), 164–194. [https://doi.org/10.5465/amj.2020.0969](https://doi.org/10.5465/amj.2020.0969) - Snihur, Y., Thomas, L. D. W., & Burgelman, R. A. (2023). Strategically managing the business model portfolio trajectory. _California Management Review_, _65_(2), 156–176. [https://doi.org/10.1177/00081256221140930](https://doi.org/10.1177/00081256221140930) # The Course This lecture is part of the --- ## Innovation and Entrepreneurship in Context - Organization: Radboud University Nijmegen - Date: 2025-09-01 - Tags: Innovation, Entrepreneurship, Social Networks, Creativity, Radboud University Nijmegen - Source: https://www.stefanbreet.com/teaching/courses/2025-2026/innovation-and-entrepreneurship-in-context/ How do innovation and entrepreneurship shape the creation of new businesses and the renewal of existing organizations? This core course in the MSc in Business Administration specialization *Innovation and Entrepreneurship* explores how entrepreneurial behavior and innovative practices are always embedded in their broader context, characterized by social relationships, stakeholders, and opportunity structures. Students examine the actors and processes that drive innovation, from the spark of creativity to the challenges of gaining legitimacy, building entrepreneurial identities, and managing organizational development. We explore how entrepreneurs and intrapreneurs alike transform opportunities into ventures, how organizations foster and manage innovation, and how collaboration across ecosystems contributes to long-term value creation. The course combines interactive lectures with case-based teamwork. Students work in teams to conduct an in-depth case study of an innovative company, engaging directly with entrepreneurs and innovation managers. By linking theory with real-world data, they learn to analyze how creativity, entrepreneurship, and innovation unfold in practice. Assessment is split between a team assignment (including presentation and peer review) and an individual written exam. By the end of the course, students will be able to critically understand and analyze innovation and entrepreneurial processes in context, and connect these insights to their own experiences, professional ambitions, and societal developments # Lecturers - **[Dr. Caroline Essers](https://www.ru.nl/en/people/essers-c)** (Course Coordinator)
Associate Professor of Inclusive Entrepreneurship and Leadership - **[Dr. Simone Ritter](https://www.ru.nl/en/people/ritter-s)**
Associate Professor Marketing and Innovation / Founder & Co-owner ACT VR-Supported Training Programs - **Dr. Stefan Breet**
Assistant Professor of Strategy and Entrepreneurship / Founder of Alter Analytics # Lectures 1. Introduction to the course and explanation of the team assignment (Caroline Essers) 2. Creativity: the fuel of innovation (Simone Ritter) 3. How to flex your creative brain (Simone Ritter) 4. Setting up a business: competence development and identity construction by entrepreneurs Caroline Essers) 5. Opportunity structures and networking of entrepreneurs (Caroline Essers) 6. Gaining organizational legitimacy and reputation management (Caroline Essers) 7. Workshop: the team case-study (furthering the interview guideline, discussion of the case-study, feedback on the approach etc) (Caroline Essers)) 8. [Innovation and Entrepreneurship in the Organizational Context](/teaching/lectures/2025/09/18/innovation-and-entrepreneurship-in-the-organizational-context/) (Stefan Breet) 9. [Cultivating Creativity: Idea Generation and Elaboration](/teaching/lectures/2025/09/22/cultivating-creativity-idea-generation-and-elaboration/) (Stefan Breet) 10. [Bringing Ideas to Life: Idea Championing and Implementation](/teaching/lectures/2025/09/24/bringing-ideas-to-life-idea-championing-and-implementation/) (Stefan Breet) 11. [Organizing for Innovation: Social vs. Human Resource Management](/teaching/lectures/2025/09/25/organizing-for-innovation-social-vs-human-resource-management/) (Stefan Breet) 12. Guess Lecture: Entrepreneurial Motivations to Improve (Ruben Brave, Business Incubator and Internet Pioneer) 13. Presentation of the team assignment, using a pecha kucha format; assigned team takes notes and gives feedback after the presentation, on BS (Caroline Essers) --- ## Testing Causal Mechanisms with Necessary Condition Analysis (NCA) _NCA’s core concepts, causality, and application._ - Role: Presenter - Event: Academy of Management Annual Meeting - Organization: Australian & New Zealand Academy of Management - Date: 2025-07-26 - Tags: Necessary Condition Analysis, Corporate Governance - Source: https://www.stefanbreet.com/service/talks/2025/07/26/testing-causal-mechanisms-with-necessary-condition-analysis-nca/ # The Conference The Academy of Management Annual Meeting is the annual meeting of the [Academy of Management](https://www.aom.org/). This year, it took place in Copenhagen. The conference theme is “Celebrating Management Research, its Impact and Future”. # The Conference Session The presentation is part of one of the Professional Development Workshp Testing Causal Mechanisms of the Decision-Making Process in Corporate Governance. The workshop was organized by Ilaria Orlandi and Radina Blagoeva. --- ## Network Agency and Creativity: The Mutual Interdependence between Network Actors and Social Structures - Role: Organizer - Event: EGOS Colloquium - Date: 2025-07-03 - Tags: Social Networks, Social Network Analysis, Creativity, Network Agency - Source: https://www.stefanbreet.com/service/conference-tracks/2025/07/03/egos-subtheme-network-agency-and-creativity/ Understanding how individuals and organizations shape—and are shaped by—their networks is a central challenge in organizational research. This call for papers invites scholars to explore the evolving interplay between agency and structure in social networks. We welcome diverse perspectives that shed light on how creative action, identity, and social dynamics emerge within and across organizational networks. # EGOS Colloquium 2025 The 41st Colloquium of the European Group for Organization Studies (EGOS) was held in Athens from July 4 to July 5, 2025. The general theme of the colloquium was “Creativity that Goes a Long Way”. # Sub-theme Program ## 01 Session I Network Agency: Foundations and Processes Chair: Francesca Pallotti ### 01.01 A glitch in the matrix: How a low tolerance for ambiguity can lead to success in dual-reporting jobs via social networks. Presenter: Alessandro Iorio. Authors: Alessandro Iorio, Manuel D. Gómez Solórzano and Giuseppe Soda. Discussant(s): Imran Ilya. ### 01.02 Exploring tensions in territorial meta-organizing through centrifugal and centripetal forces: the case of two French video game clusters. Presenter: Camille Toussaint. Authors: Chahira Mehouachi, Thomas Paris, Camille Toussaint, and Tristan Guyon. Discussant: Arushi Aggarwal. ### 01.03 The agency trap: How network leverage reinforces social class disadvantages at work. Presenter: Shelly Qi. Authors: Shelly Qi and Andy Yap. Discussants: Qi Zhang. ### 01.04 Exploring micro-mechanisms of the organisation of the firm. Presenter: Anno von Heimburg. Authors: Anno von Heimburg and Jochen Runde. Discussant: Amit Kumar. ## 02 Session II Agency in Action: Focus on Brokering and Brokerage Chair: Stefano Tasselli. ### 02.01 Brokerage behavior and shared understanding in cross-sector partnerships: An integrative review. Presenter: Marija Meškova. Authors: Marija Meškova, Nahyun Kim, Remco Mannak and Leon Oerlemans. Discussant(s): Ivan Belik. ### 02.02 Brokers and brokering, the facilitator's paradox: Building capabilities to become redundant. Presenter: Hayley McGillivray. Authors: Hayley McGillivray, Martie-Louise Verreynne and Henri Burgers Discussant: Natalia Bagnoli. ### 02.03 Cross-domain brokerage and innovation: Unpacking the roles of brokerage orientation and organizational identification. Presenter: Shihan Li. Authors: Shihan Li and Rebekah Hong Discussant: Julian Held. ## 03 Session III Unpacking the Connections between Agency, Creativity, and Innovation Chair: Stefan Breet. ### 03.01 Mobilizing social capital in open vs. closed triads for your innovation: The role of sensitivity and political skills in idea championing Presenter: Qi Zhang. Authors: Qi Zhang and Stefano Tasselli. Discussant: Shelly Qi. ### 03.02 From Me to We: Evolution of Innovation Networks in Downturns Presenter: Amit Kumar. Authors: Amit Kumar and Elisa Operti. Discussant: Anno von Heimburg. ### 03.03 Groove robbers: Exploring the effects of copyright litigation on musical collaborations Presenter: Arushi Aggarwal. Authors: Arushi Aggarwal and Elisa Operti. Discussant: Camille Toussaint. ### 03.04 The interorganizational network in the conglomerate and its impact on the relationship between organizational creativity and firm performance Presenter: Imran Ilyas. Authors: Imran Ilyas and Frédéric Godart. Discussant: Alessandro Iorio. ## 04 Session IV Interorganizational Networks at the Boundaries between Firms, Entrepreneurs, and Innovation Chair: Francesca Pallotti ### 04.01 The hidden ties: Analyzing interfirm relations in a Norwegian fintech cluster Presenter: Ivan Belik Authors: Ivan Belik, Eirik Knudsen, Kari Sofie Mysen Conradsen, Max Hartvig-Larsen and Kari Sofie Mysen Conradsen ### 04.02 Dynamics of EU-funded project for research and innovation: A social network analysis of inter-organizational collaboration Presenter: Anja Grüll. Authors: Anja Grüll and André Martinuzzi Discussant: Aafke Coopmans. ### 04.03 Network identity: Exploring continuity and change in a global health research network Presenter: Hannaneh Moradi. Authors: Hannaneh Moradi, Tero Montonen and Päivi Eriksson Discussant(s): Yao Ma. ### 04.04 Relational effects on the clock: Exploring the influence of partner similarity on relational effect speeds Presenter: Maksim Sitnikov. Authors: Maksim Sitnikov, Nuno Oliveira, Leon Oerlemans and Remco Mannak. ## 05 Session V: Leadership, Power, and Resistance as Expressions of Agency in Social Networks? Chair: Stefano Tasselli ### 05.01 Changing relationship networks of repatriates – Implications for power, micro-politics and influence tactics in MNCs Presenter: Lena Fischer. Authors: Lena Fischer, Daniel Pastuh, Jan Goldenstein and Mike Geppert. Discussant: Marija Meškova. ### 05.03 Networking efficiency: The effect of individual and network agency Presenter: Yao Ma. Authors: Yao Ma, Claudia Jonczyk and Emmanuelle Fauchart. ### 05.04 Leadership emergence in organization: Integrating social network and social identity theory Presenter: Alberto Monti. Authors: Alberto Monit Discussant: Hayley McGillivray. ## 06 Session VI Psychology and Social Capital in the Contemporary Workplace Chair: Stefan Breet. ### 06.01 Redefining Bonds: Social Capital in Digitally-Mediated Work Environments Presenter: Natalia Bagnoli. Authors: Natalia Bagnoli, Gabriele Boccoli, Luca Gastaldi and Mariano Corso. Discussant: Anja Grüll. ### 06.02 Staying or leaving? A mixed-methods study on the role of satisfaction, investment, alternatives and networking performance in entrepreneurial network turnover Presenter: Julian Held. Authors: Julian Held, Claudia Jonczyk and Emmanuelle Fauchart. Discussant: Hannaneh Moradi. ### 06.03 Replenishing social capital: How deferring contact across weak and bridging ties mobilizes network benefits Presenter: Thijs Velema Authors: Thijs Velema, Yang-chih Fu and Jing-Shiang Hwang Discussant: Maksim Sitnikov. ## 07 Session VII A Contextual Approach to Agency, Networks, and Outcomes within and across Organizations Chair: Francesca Pallotti ### 07.01 Organizational boundaries and how to span them during the development, evaluation and implementation of eHealth Presenter: Alberto Monti. Authors: Aafke Coopmans, Anna Braspenning, Remco S. Mannak, Eveline Wouters and Inge Bongers. Discussant: Alberto Monti. ### 07.02 Award & Wrap-up Julian Held received the Andreas Al-Laham Best Paper Award for his paper entitled *Staying or leaving? A mixed methods study on behavioural and subjective drivers of entrepreneurial network turnover* co-authored with Claudia Jonczyk and Emmanuelle Fauchart. # Sub-theme Call for Papers Organizational research is pervaded by tension on network agency. Networks and agency are the apparent poles of an oxymoron, in which the network identifies the set of nodes and ties that form social structure, enabling and/or constraining network participants’ (individuals, teams, organizations) choices and actions, and agency represents the extent to which actors forge, reproduce and shape macro-level (inter)organizational and social structures (Tasselli & Kilduff, 2021). Despite the burgeoning interest in this topic, which is signalled by the increasing number of empirical (e.g., Quintane & Carnabuci; Soda et al., 2018; Tasselli & Kilduff, 2018) and review papers (e.g., Burt et al., 2013; Chen et al., 2022; Halevy et al., 2019; Ahuja et al., 2011), symposia and special issues published by leading journals in the field, there is no doubt that the study of the nuanced still contradictory connections between network participants’ action and structure deserves deeper and richer attention. On the one hand, it is now universally accepted by organizational researchers that networks are social canvases that either favour or hamper network participants’ action, but it is at the level of network actors, with their idiosyncratic attributes and behaviours, that social action originates and then diffuses in and throughout the network (e.g., Kleinbaum et al., 2015; Pallotti et al., 2023; Tasselli & Sancino, 2023). This is particularly evident when creative individual action introduces an unexpected change in the structure of the social canvas sustained by organizational social networks (Perry-Smith & Mannucci, 2017). However, although the tension concerning agency has been prescient in social network theory and research since its very beginnings (e.g., Moreno, 1941), it has gained popularity (only) recently. Therefore, several important questions remain unanswered. These questions are both theoretically and empirically relevant and represent illustrative (although non-exhaustive) examples of the core topics that we expect to present and discuss in the proposed sub-theme. - How does networking happen? (i.e., through which processes and behaviours do actors come to occupy those structural positions that explain personal advantage and organizational effectiveness?) - How do actors change their current structural network position through innovation and creative action, and how does individual creativity diffuse, persist, and becomes a team or (inter) organizational feature? - What are the coevolutionary patterns through which individual actors and social networks mutually define each other in a dynamic process of structuration and reciprocal influence? - How do social networks shape individual identities and personalities, in a structuration approach to agency that implicitly calls for a parallel, ideographic approach to networking? The aim of this sub-theme is to attract and involve a diverse and rich group of young and experienced researchers in an interactive set of presentations and discussions of these and other relevant questions and debates concerning network agency. The current questions and debates involve issues associated with network actors’ characteristics, agency, cognition, behaviours, and with the dynamic interplay of individual choices and structural contingencies. These ideas make the study of organizational networks relevant at different levels of analysis and represent the basis from which the study of social interactions contributes to the articulation of new theory and to the identification of new organizationally relevant phenomena. Given the broad spectrum of our research questions, we welcome submissions at both the micro-level (e.g., intra-organizational social networks) and at the macro-level of analysis (e.g., relationships between organizations or institutions). We are particularly interested in contributions that focus on how creativity originates from – and at the same time connects – multiple levels of organizational agency. We invite papers that follow a wide range of epistemological approaches and methodologies, ranging from quantitative submissions to qualitative and meta-analytical submissions. Review and theoretical papers are also welcomed. Overall, this sub-theme calls for the investigation of how organizational actors, through their agentic or structured approaches to network patterning, model social reality, and of how in turn these actor-based or structural models interact with individual action and organizational outcomes. # References Ahuja, G., Soda, G., & Zaheer, A. (2012): “The genesis and dynamics of organizational networks.” Organization Science, 23 (2), 434–448. Burt, R.S., Kilduff, M., & Tasselli, S. (2013): “Social network analysis: Foundations and frontiers on advantage.” Annual Review of Psychology, 64, 527–547. Chen, H., Mehra, A., Tasselli, S., & Borgatti, S.P. (2022): “Network dynamics and organizations: A review and research agenda.” Journal of Management, 48 (6), 1602–1660. Halevy, N., Halali, E., & Zlatev, J.J. (2019): “Brokerage and brokering: An integrative review and organizing framework for third party influence.” Academy of Management Annals, 13 (1), 215–239. Kleinbaum, A.M., Jordan, A.H., & Audia, P.G. (2015): “An altercentric perspective on the origins of brokerage in social networks: How perceived empathy moderates the self-monitoring effect.” Organization Science, 26 (4), 1226–1242. Moreno, J.L. (1941): “Foundations of sociometry: An introduction.” Sociometry, 4, 15–35. Pallotti, F., Mascia, D., & Giorgio, L. (2023): “A multilevel study of social networks and collective reactions to organizational change.” Journal of Organizational Behavior, 44 (7), 1109–1128. Perry-Smith, J.E., & Mannucci, P.V. (2017): “From creativity to innovation: The social network drivers of the four phases of the idea journey.” Academy of Management Review, 42 (1), 53–79. Quintane, E., & Carnabuci, G. (2016): “How do brokers broker? Tertius gaudens, tertius iungens, and the temporality of structural holes.” Organization Science, 27 (6), 1343–1360. Soda, G., Tortoriello, M., & Iorio, A. (2018): “Harvesting value from brokerage: Individual strategic orientation, structural holes, and performance.” Academy of Management Journal, 61 (3), 896–918. Tasselli, S., & Kilduff, M. (2018): “When brokerage between friendship cliques endangers trust: A personality–network fit perspective.” Academy of Management Journal, 61(3), 802–825. Tasselli, S., & Kilduff, M. (2021): “Network agency.” Academy of Management Annals, 15 (1), 68–110. Tasselli, S., & Sancino, A. (2023): “Leaders’ Networking Behaviours in a Time of Crisis: A Qualitative Study on the Frontline against COVID‐19.” Journal of Management Studies, 60 (1), 120–173. --- ## An Introduction to Necessary Condition Analysis (NCA): Core Concepts, Latest Developments, and Practical Applications - Role: Presenter - Event: IPSERA Conference - Date: 2025-04-02 - Tags: Necessary Condition Analysis - Source: https://www.stefanbreet.com/service/workshops/2025/04/02/an-introduction-to-necessary-condition-analysis-nca/ Necessary conditions are important for organisations because they are the essential factors that must be present if the organisation wants to achieve specific objectives or maintain a desired performance. Necessary Condition Analysis (NCA) allows researchers to identify, describe, and analyse these conditions. Its approach offers the theoretical logic and set of methodological tools to separate “need-to-haves” from “nice-to-haves” across a range of different research settings. While traditional regression models identify factors that increase the likelihood of an outcome, NCA identifies conditions without which the outcome cannot exist. The method has been adopted by various management disciplines, including Human Resource Management, Organisational Behaviour, International Business, Strategy, Entrepreneurship, and Operations and Supply Chain Management. Its theoretical logic and analytical approach provide new opportunities for management scholars to study existing phenomena and advance our scientific knowledge in meaningful ways. A comprehensive understanding of indispensable factors can lead to more effective management practices, including more effective interventions and more successful policies. This workshop will teach you everything you need to know to design and conduct an NCA study. You will learn about the theoretical logic and methodological application of NCA, illustrated by practical examples from different disciplines. We will compare the characteristics of NCA with other methodological approaches—such as Qualitative Comparative Analysis (QCA) and regression analysis—and discuss why and how NCA can be used to advance management science and practice. By the end of the workshop, will be equipped with the knowledge and skills necessary to design and conduct rigorous and reliable NCA studies. This workshop is part of the IPSERA Conference 2025. The [International Purchasing and Supply Education and Research Association (IPSERA)](https://ipsera.com/) is a multi-disciplinary network of educators, researchers, academics and practitioners dedicated to the development of Purchasing and Supply Management education, research and best practice. Thee annual conference is the highlight of the IPSERA year and showcases the most recent education, research and best practice developments in the field. The conference welcomes contributions from educators, academics and practitioners in any field or discipline who contribute to our understanding of Purchasing and Supply. --- ## Necessary Conditions for Team Creativity: Composition and Competence - Role: Presenter - Event: ANZAM Conference - Organization: Australian & New Zealand Academy of Management - Date: 2024-12-05 - Tags: Necessary Condition Analysis, Team Creativity - Source: https://www.stefanbreet.com/research/talks/2024/12/05/necessary-conditions-for-team-creativity-composition-and-competence/ # Abstract This research investigates the necessary conditions for team creativity, focusing on team size, team network, and team members’ expertise in the context of R&D. The literature suggests each of these conditions are necessary but fail to provide evidence of such necessity logic. By analysing the necessary conditions in teams that generated 76 hydrogen energy patents from 2010-2020, we find that large team sizes and high levels of team expertise are necessary for achieving high levels of team creativity. This study fills a gap in the literature by empirically demonstrating the necessity of these factors, offering a more detailed description of the essential factors that must be in place for team creativity to occur. Hence, understanding how team size, team network, and team expertise are necessary conditions for team creativity, can guide the composition of R&D teams; can help in structuring their collaborations; and leverage their competence to enhance creative outputs and drive innovation for their organisations. # The Conference The ANZAM Conference is the annual meeting of the [Australian & New Zealand Academy of Management](https://www.anzam.org/). This year, it is hosted the Faculty of Business and Law, University of Wollongong. The conference theme is “Celebrating Management Research, its Impact and Future”. # The Conference Session The presentation is part of one of the Business Processes, Innovation and Supply Chain (BPISC) sessions. The session is chaired by [Dilupa Nakandala](https://scholar.google.com/citations?user=Nl3PmLwAAAAJ&hl=en&oi=ao). All presentations in this session are listed below. ## A Dyadic Investigation of Product Characteristics, Relational Embeddedness, and Digital Transformation in Buyer-Manufacturer Relationships Authors: Natalia Szozda, Artur Świerczek ## Organisational Dynamic Capability for Innovation in the Australian Heavy Industry Authors: Ryan Jang, Adela McMurray, Ann-Louise Hordacre, Tim Van Erp ## “They Don’t Know Till They See What ‘It’ Is Not”: How Actors Coordinate for Distributed Innovation in Ecosystems Authors: Xianxian Jiang, Andrew Burton-Jones, Jörgen Sandberg ## Necessary Conditions for Team Creativity: Composition and Competence Authors: Carlos Vazquez-Hernandez, Praveena Chandra, Stefan Breet --- ## Bottleneck or Not? The Ceiling Effect of Network Closure on Individual Innovative Performance - Role: Presenter - Event: ANZAM Conference - Organization: Australian & New Zealand Academy of Management - Date: 2024-12-04 - Tags: Necessary Condition Analysis, Social Capital, Social Network Analysis, Social Networks, Innovative Performance - Source: https://www.stefanbreet.com/research/talks/2024/12/04/bottleneck-or-not-the-ceiling-effect-of-network-closure-on-individual-innovative-performance/ # Abstract Research shows that employees in closed networks are less innovative because they lack access to diverse knowledge and information. Recognizing this problem, management scholars are investigating how to counteract the knowledge homogeneity in closed networks. Our study reveals that the extent to which employees can compensate for the drawbacks of closed networks are limited. We introduce the “performance ceiling” concept to describe the highest level of individual innovative performance employees can reach in closed networks. Our analysis of data collected from a professional service firm shows that closed networks act like social straitjackets, preventing employees from achieving high levels of innovation. # The Conference The ANZAM Conference is the annual meeting of the [Australian & New Zealand Academy of Management](https://www.anzam.org/). This year, it is hosted the Faculty of Business and Law, University of Wollongong. The conference theme is “Celebrating Management Research, its Impact and Future”. # The Conference Session The presentation is part of one of the Organizational Behavior (OB) sessions. The session is chaired by [Chad Chiu](https://scholar.google.com/citations?user=Nl3PmLwAAAAJ&hl=en&oi=ao). All presentations in this session are listed below. ## Interaction Effects of Workplace Stressors and Employee Resilience on Depersonalization and Turnover Intentions Authors: Samina Quratulain, Aqsa Ejaz, Abdul Karim Khan, Meghna Sabharwal ## How STEM Women Achieve Objective Career Success Through Networking: A Competence Signal Perspective Authors: Lingyan Hu, Yan Lui, Zhaolong Fu ## When East Meets West: What Do Chinese Employees Talk About When They Talk About Person-Organisation Fit? Authors: Yuwei Sun, Jon Billsberry ## High Performance Work Systems and Employee Expedience at Work: A Test of Mediating Mechanisms Authors: Aqsa Ejaz, Osama Islam, Samina Quratulain, Delphine Lacaze ## Bottleneck or Not? The Ceiling Effect of Network Closure on Individual Innovative Performance Authors: Stefan Breet, Lotte Glaser, Justin Jansen, Jan Dul --- ## JBR Special Issue Paper Development Workshop _Preparing your paper for submission to the Journal of Business Research special issue on Necessary Condition Analysis (NCA) in strategy, innovation, and entrepreneurship research._ - Role: Presenter - Date: 2024-11-21 - Tags: Necessary Condition Analysis, Strategic Management, Innovation, Entrepreneurship, Journal of Business Research - Source: https://www.stefanbreet.com/service/workshops/2024/11/21/jbr-special-issue-paper-development-workshop-must-have-or-nice-to-have-nca-strategy-innovation-entrepreneurship/ We are excited to invite management scholars to participate in a **Virtual Paper Development Workshop** on **Thursday, November 21, 2024**. This workshop is specifically designed for researchers interested in submitting their work to the upcoming JBR special issue entitled *[“Must-have or nice-to-have? Using Necessary Condition Analysis (NCA) to advance strategy, innovation, and entrepreneurship research](https://www.stefanbreet.com/blog/2024/01/16/call-for-papers-using-necessary-condition-analysis-to-advance-strategy-innovation-and-entrepreneurship-research/).”* # Workshop Focus The special issue *[“Must-have or nice-to-have? Using Necessary Condition Analysis (NCA) to advance strategy, innovation, and entrepreneurship research"](https://www.stefanbreet.com/blog/2024/01/16/call-for-papers-using-necessary-condition-analysis-to-advance-strategy-innovation-and-entrepreneurship-research/)* aims to explore how Necessary Condition Analysis (NCA) can enhance our understanding of strategy, innovation, and entrepreneurship. Scholars are encouraged to submit research that applies or advances NCA in these fields, highlighting how this methodology can reveal “must-have” conditions in complex organizational phenomena. # Who Should Attend This workshop is designed for scholars in the field of management, strategy, innovation, and entrepreneurship who are developing papers with a focus on NCA and consider submitting their papers to the special issue. The event will provide participants with valuable feedback and guidance to refine their manuscripts ahead of submission. # Key Details - **Date:** Thursday, November 21, 2024. - **Time**: 09:00-11:00 CET. - **Location:** Virtual (Details for joining will be provided after registration). - **Submission Deadline:** Applications are closed. - **Organizers**: Stefan Breet, Patrycja Klimas, Ricarda Bouncken & Jan Dul. # How to Apply **Applications are closed**. To apply for the workshop and submit your draft paper, please follow the instructions here. The number of participants is limited to 12. We will evaluate each submission based on (1) fit with the special issue, (2) application of NCA, (3) methodological quality, and (4) theoretical contribution. We look forward to your participation! --- ## An Introduction to Necessary Condition Analysis (NCA): Core Concepts and Latest Developments - Role: Presenter - Organization: The University of Sydney - Date: 2024-11-12 - Tags: Necessary Condition Analysis - Source: https://www.stefanbreet.com/service/workshops/2024/11/12/an-introduction-necessary-condition-analysis-nca-core-concepts-and-latest-developments/ Necessary conditions are important for organisations because they are the essential factors that must be present if the organisation wants to achieve specific objectives or maintain a desired performance. Necessary Condition Analysis (NCA) allows researchers to identify, describe, and analyse these conditions. Its approach offers the theoretical logic and set of methodological tools to separate “need-to-haves” from “nice-to-haves” across a range of different research settings. While traditional regression models identify factors that increase the likelihood of an outcome, NCA identifies conditions without which the outcome cannot exist. The method has been adopted by various management disciplines, including Human Resource Management, Organisational Behaviour, International Business, Strategy, Entrepreneurship, and Operations and Supply Chain Management. Its theoretical logic and analytical approach provide new opportunities for management scholars to study existing phenomena and advance our scientific knowledge in meaningful ways. A comprehensive understanding of indispensable factors can lead to more effective management practices, including more effective interventions and more successful policies. This workshop will teach you everything you need to know to design and conduct an NCA study. In the first part of the workshop, you will learn about the theoretical logic and methodological application of NCA, illustrated by practical examples from different disciplines. We will compare the characteristics of NCA with other methodological approaches—such as Qualitative Comparative Analysis (QCA) and regression analysis—and discuss why and how NCA can be used to advance management science and practice. In the second part of the workshop, you will learn how to design an NCA study that you could conduct after the workshop. You will develop and discuss your research design in groups of 4 to 5 participants. By the end of the workshop, will be equipped with the knowledge and skills necessary to design and conduct rigorous and reliable NCA studies. --- ## The Double-Edged Sword of Post-Merger Organizational Identification: How Social Ties Influence Employee Initiative Taking - Role: Presenter - Organization: The University of Sydney - Date: 2024-11-07 - Tags: Mergers & Acquisitions, Boundary Spanning, Taking Charge Behavior, Social Networks - Source: https://www.stefanbreet.com/research/talks/2024/11/07/the-double-edges-sword-of-post-merger-organizational-identification-how-social-ties-influence-employee-initiative-taking/ # Abstract Even though prior research on mergers and acquisitions (M&As) suggests that a stronger identification with the new organization positively influences the post-merger integration process, an emerging line of research points out that organizational identification can lead to complacency and impassiveness. Integrating the social networks with the organizational identification perspective on M&As, we show that the relationship between organizational identification and taking charge behavior in M&A settings is contingent on the direct and indirect social ties between the employees of the merging organizations. Our analysis of the informal social network a professional service firm one year after a merger reveals that organizational identification can be a blessing or burden in disguise. By identifying an important boundary condition of the relationship between organizational identification and post-merger taking charge behavior, our study challenges the overly optimistic perspective on organizational identification and explains when and why it leads to positive or negative consequences in M&A settings. --- ## Introduction to Responsible Organisation - Organization: Radboud University Nijmegen - Date: 2024-09-02 - Tags: Sustainability, Responsibility, Ethics, Management, Business Administration, The Responsible Organization - Source: https://www.stefanbreet.com/teaching/courses/2024-2025/introduction-to-responsible-organisation/ The course Introduction to Responsible Organisation offers first-year students a comprehensive introduction to the principles of responsible business and management. You will discover why and how organisations play a crucial role in the creation of social, environmental, and economic value, and explore the ethical, responsible, and sustainable dimensions of professional management. Through a mix of thought-provoking lectures, assignments, real-life cases, and insights from experienced professionals, you learn to identify and analyse the complex interactions between organisations and their external environments. By the end of the course, you will be equipped with a comprehensive understanding of the knowledge, frameworks, and tools that professional managers can use to run profitable, responsible, and sustainable organisations. # Learning Goals After following this course, you are able to: 1. Explain why organisations play a crucial role in the creation of social, environmental, and economic value. 2. Describe the three dimensions of professional management—ethics, responsibility, and sustainability—and compare their characteristics. 3. Distinguish between different management modes, and recognize the role of ethics, responsibility, and sustainability in each of them. 4. Apply practical and theoretical frameworks relevant to the three dimensions of professional management and the different management modes. 5. Identify and describe the relationships of organisations with their external environment, such as their relationships with stakeholders, socio-economic developments, and technological changes. 6. Demonstrate active engagement and thorough preparation for course activities, including assignments, lectures, and guest lectures. # Assessment This course incorporates a dual assessment approach to gauge your understanding and engagement. First, there will be a digital exam, designed to test your mastery of the course content in a comprehensive manner. The exam will include various question types to evaluate your knowledge and application of the theories, concepts, and principles we cover. Additionally, your active participation throughout the course will also be assessed on a pass/fail basis. This includes the completion of assignments, contributions to discussions, and involvement in collaborative activities. Your participation is conditional for passing the course. The final grade of the course is determined by the exam. --- ## Inleiding Verantwoordelijke Organisatie - Organization: Radboud University Nijmegen - Date: 2024-09-02 - Tags: Sustainability, Responsibility, Ethics, Management, Business Administration, The Responsible Organization - Source: https://www.stefanbreet.com/teaching/courses/2024-2025/inleiding-verantwoordelijke-organisatie/ The course Introduction to Responsible Organisation offers first-year students a comprehensive introduction to the principles of responsible business and management. You will discover why and how organisations play a crucial role in the creation of social, environmental, and economic value, and explore the ethical, responsible, and sustainable dimensions of professional management. Through a mix of thought-provoking lectures, assignments, real-life cases, and insights from experienced professionals, you learn to identify and analyse the complex interactions between organisations and their external environments. By the end of the course, you will be equipped with a comprehensive understanding of the knowledge, frameworks, and tools that professional managers can use to run profitable, responsible, and sustainable organisations. # Learning Goals After following this course, you are able to: 1. Explain why organisations play a crucial role in the creation of social, environmental, and economic value. 2. Describe the three dimensions of professional management—ethics, responsibility, and sustainability—and compare their characteristics. 3. Distinguish between different management modes, and recognize the role of ethics, responsibility, and sustainability in each of them. 4. Apply practical and theoretical frameworks relevant to the three dimensions of professional management and the different management modes. 5. Identify and describe the relationships of organisations with their external environment, such as their relationships with stakeholders, socio-economic developments, and technological changes. 6. Demonstrate active engagement and thorough preparation for course activities, including assignments, lectures, and guest lectures. # Assessment This course incorporates a dual assessment approach to gauge your understanding and engagement. First, there will be a digital exam, designed to test your mastery of the course content in a comprehensive manner. The exam will include various question types to evaluate your knowledge and application of the theories, concepts, and principles we cover. Additionally, your active participation throughout the course will also be assessed on a pass/fail basis. This includes the completion of assignments, contributions to discussions, and involvement in collaborative activities. Your participation is conditional for passing the course. The final grade of the course is determined by the exam. --- ## Bottleneck or Not? The Ceiling Effect of Network Closure on Individual Innovative Performance - Role: Presenter - Event: Academy of Management Annual Meeting - Date: 2024-08-12 - Tags: Necessary Condition Analysis, Social Capital, Social Network Analysis, Social Networks, Innovative Performance - Source: https://www.stefanbreet.com/research/talks/2024/08/12/bottleneck-or-not-the-ceiling-effect-of-network-closure-on-individual-innovative-performance/ Research shows that employees in closed networks are less innovative because they lack access to diverse knowledge and information. Recognizing this problem, management scholars are investigating how to counteract the knowledge homogeneity in closed networks. Our study reveals that the extent to which employees can compensate for the drawbacks of closed networks are limited. We introduce the “performance ceiling” concept to describe the highest level of individual innovative performance employees can reach in closed networks. Our analysis of data collected from a professional service firm shows that closed networks act like social straitjackets, preventing employees from achieving high levels of innovation. The presentation is part of the session *Network Drivers of Organizational Advantage: It's Not What You Know….*. The session consists of five presentations of scientific research (listed below). All presentations focus on networks and organizations. It is sponsored by the OMT Division and moderated by [Manuel Gómez Solórzano](https://scholar.google.it/citations?user=XA10LOYAAAAJ&hl=en). # Network Strategies Within Organizations Authors: Manuel Gómez Solórzano (Tilburg School of Economics and Management (TiSEM), Tilburg U.), Alessandro Iorio (Bocconi U.), and Giuseppe Soda (Bocconi U.). Assortativity in intraorganizational networks—the level of homophily prevalent in the network—is an important but often overlooked occurrence with implications for organizational outcomes. An egonetwork composed by contacts with similar knowledge can ease knowledge integration and coordination but it can also create an echo chamber limiting flexibility and innovativeness. We argue that individuals engage in strategic decision-making when considering assortative or disassortative strategies for potential ties to achieve an optimal level of knowledge similarity in their egonetworks. Furthermore, we posit that a formal status-based mechanism plays a role in determining with whom individuals pursue either strategy. Leveraging a novel research design that allows us to identify wanted ties—ties that actors deem effective for their performance but that do not exist yet—, we study the drivers of these network ties in a population of professional staff in a large multinational corporation. This study contributes to our understanding of how individuals actively intend to shape their social networks and has implications for organizations seeking to promote effective network formation and knowledge exchange among employees. # Bottleneck or Not? The Ceiling Effect of Network Closure on Individual Innovative Performance Authors: Stefan Breet (Radboud University Nijmegen), Lotte Glaser (Free University of Amsterdam), Justin Jansen (Erasmus University Rotterdam), and Jan Dul (Erasmus University Rotterdam). This study examines the extent to which employees in closed networks can compensate for the lack of structural access to heterogeneous knowledge and information. We introduce the “performance ceiling” concept to describe the maximum level of innovative performance that individuals can potentially achieve with a given level of network closure. Leveraging insights from the literature on necessary conditions and constraint causal mechanisms, we argue that network closure not only reduces the average individual innovative performance of employees, but also puts a cap on the maximum level of innovative performance they can potentially achieve. Our empirical analysis of a professional service firm indeed shows that closed networks serve as social straitjackets, preventing them from achieving high levels of innovative performance. An important implication of our study is that employees in closed networks cannot fully compensate for the lack of structural access to heterogeneous knowledge and information. We discuss the implications of our findings for the literature on social networks and innovation. # Exploring the Relationship Between Deglobalization and Corporate Network Structure Authors: Paula Margaretic (U. Adolfo Ibañez), Erica Helena Salvaj (U. del Desarrollo), and Julian Andres Diaz Tautiva (U. del Desarrollo). This study examines the relationship between deglobalization and the structure of interlocking directorates, considering the historical perspective. Corporate networks are vital for coordination, information flow, and cost reduction. However, existing research on corporate networks and (de)globalization remains fragmented, focusing on specific countries or time periods. By analyzing 15 countries over the twentieth and early twenty-first centuries, we document that deglobalization is a key condition generating dense corporate networks. However, institutional factors from the Capital, Labor, and State domains also play crucial complementary roles (particularly legal systems) in generating dense corporate networks during periods of deglobalization. This challenges the prevailing notion that globalization alone caused the decline in corporate network cohesion since the 1980s. Our study emphasizes the significance of institutions in shaping the impact of deglobalization on corporate networks, highlighting the institutional complementarity, equifinality, and asymmetry as core mechanisms driving the institutional configurations. Overall, this research contributes to comparative management by stressing the importance of considering institutional factors and their interactions when understanding network dynamics during periods of deglobalization. It enhances our understanding of the consequences of deglobalization for corporate networks. # Closing a Triad: A Tug of War Between Brokers and Alters Authors: Wei Xia (U. of Washington), Xiaoou Bai (Georgia State U., J. Mack Robinson College of Business), and Eric WK Tsang (U. of Texas at Dallas). Integrating the broker’s and the alters’ motivations, this paper proposes a novel framework that sheds light on the dynamics of triadic closure. We integrate broker-centric and alter-centric approaches by bringing the insights of social exchange theory into network analysis. We show how status can be a critical factor generating opposite effects on brokers’ versus alters’ motivations. In a directional network, high-status brokers are less likely to close the triad than low status brokers, but alters are more likely to collapse the structural hole when the brokers are high-status; high-status alters are less likely than low-status alters to be invited by the broker to close the triad, but are more likely than low-status alters to be invited by co-alters to close the triad. Furthermore, we argue that when conflicting motivations arise between brokers and alters, the latter’s motivations are more likely to dominate. # Bourdieu vs. Putnam - Economic Crises and the Motivation Behind Tie Formation in Innovation Networks Authors: Amit Kumar (Warwick Business School) and Elisa Operti (ESSEC Business School). This paper takes a contextual approach to network dynamics and investigates how regional innovation networks evolve through exogenous crises. We studied how the 2007-08 Financial Crisis influenced the logic driving the formation of collaboration ties between inventors, and thus the regional network structure. Existing research on social capital has identified two perspectives on network formation: an instrumental approach and a community-oriented approach. Based on behavioral research, we propose that while facing a crisis, individuals shift their emphasis from advancing self-interests to pursuing the collective good of their community. Accordingly, we hypothesize that regional innovation networks become more connected and less hierarchical during downturns while less connected and more centralized during economic growth. We tested these hypotheses using data describing the evolution of the co-inventing networks of US Metropolitan Statistical Areas (MSA) between 2002 and 2014, before and after the 2007-8 Financial Crisis. --- ## Necessary Condition Analysis (NCA): Core Concepts and Latest Developments - Role: Organizer - Event: Academy of Management Annual Meeting - Date: 2024-08-10 - Tags: Necessary Condition Analysis - Source: https://www.stefanbreet.com/service/workshops/2024/08/10/necessary-condition-analysis-core-concepts-and-latest-developments/ In this workshop, you will learn about the core concepts of Necessary Condition Analysis (NCA) and the latest developments of this increasingly popular research method. NCA has been adopted in many fields, including International Management, Human Resource Management, Strategy, Organizational Behavior, Operations and Supply Chain Management, and Entrepreneurship. NCA understands cause-effect relations as “necessary but not sufficient” and not as additive and average logic that is used in regression analysis. “Necessary” means that an outcome will not occur without the right level of the condition, independently of the rest of the causal structure (a necessary condition is a “bottleneck”, “critical factor”, or “constraint”). In practice, the right level must be put and kept in place to avoid failure, and to allow the outcome to exist. NCA can be used as a stand-alone tool or in combination with regression analysis, qualitative comparative analysis (QCA) and other methodological approaches. By adding a different logic and data analysis approach, NCA adds both rigor and relevance to theory and data analysis. This interactive session familiarizes scholars with the method and has two parts. Part 1 is a general introduction discussing the core concepts of NCA and the importance of necessary conditions, illustrated with examples from different fields. Part 2 helps participants to become the first users of NCA in their field, with a practical demonstration about the application of NCA on how to build necessity theories, and how to analyze data for testing such theories using the NCA software and how to report the research in journal publications. The workshop is organized by Dr. Stefan Breet (Radboud University Nijmegen), Professor [Jan Dul](https://scholar.google.com/citations?user=z52DO7EAAAAJ) (Rotterdam School of Management, Erasmus University), and Professor [Ricarda Bouncken](https://scholar.google.com/citations?user=BXReksUAAAAJ&hl=en&oi=ao) (University of Bayreuth). --- ## Necessary Condition Analysis (NCA): Upcoming Events and Important Deadlines _A professional development workshop, a special issue appetizer event, a paper development workshop, and a special issue deadline._ - Date: 2024-08-01 - Tags: Necessary Condition Analysis - Source: https://www.stefanbreet.com/blog/2024/08/01/necessary-condition-analysis-nca-upcoming-events-and-important-deadlines/ Together with other members of the NCA Development Team, I organize workshops to help researchers use Necessary Condition Analysis (NCA) and publish NCA papers. Three of those workshops and an important deadline are coming up. # 1. Professional Development Workshop The first workshop on the list is the [Professional Development Workshop](/service/workshops/2024/08/10/necessary-condition-analysis-core-concepts-and-latest-developments/) at the Academy of Management Annual Meeting 2024, which I am organizing together with Jan Dul and Ricarda Bouncken. The workshop entitled “Necessary Condition Analysis (NCA): Core Concepts and Latest Developments” will take place on August 10 from 08:00 to 10:00 local time in the Lucerne II room of the Swissotel Chicago. We will teach you the core concepts of NCA and discuss its latest developments. The workshop will be part of the Academy of Management Annual Meeting, which is a conference for management researchers. You can only attend the workshop if you are a registered conference participant. # 2. Special Issue "Appetizer" Event Together with [Patrycja Klimas](https://www.linkedin.com/in/patrycja-klimas-0092667b/),  [Ricarda Bouncken](https://www.linkedin.com/in/ricarda-b-bouncken-3a948346/), and [Jan Dul](https://www.linkedin.com/in/jandul/), I am editing a special issue for the Journal of Business Research, entitled “[Must-have or nice-to-have? Using Necessary Condition Analysis (NCA) to advance strategy, innovation, and entrepreneurship research](/blog/2024/01/16/call-for-papers-using-necessary-condition-analysis-to-advance-strategy-innovation-and-entrepreneurship-research/)”. On Friday, September 6, we organize an online “appetizer” event in which we provide information about the special issue and give preliminary feedback on your article ideas. If you are interested in joining the session, please prepare a **structured abstract** (450-550 words) under the following specific headings: Introduction (e.g., theoretical setting), Objective/s, Research design, Results (if you have them already), Main Contributions, Alignment with SI assumptions. Send the abstract by **August 20** to: [patrycja.klimas@ue.wroc.pl](mailto:patrycja.klimas@ue.wroc.pl) # 3. Virtual Paper Development Workshop I am also excited to announce a paper development workshop designed for management scholars interested in submitting their research to the special issue entitled “[Must-have or nice-to-have? Using Necessary Condition Analysis (NCA) to advance strategy, innovation, and entrepreneurship research](/blog/2024/01/16/call-for-papers-using-necessary-condition-analysis-to-advance-strategy-innovation-and-entrepreneurship-research/)”. The virtual workshop will take place on November 20 from 09:00 to 12:00 CET. The deadline to submit a draft paper is Monday, November 4. More information about the workshop ~~will be available later this summer~~ is available [here](https://www.stefanbreet.com/service/workshops/2024/11/21/jbr-special-issue-paper-development-workshop-must-have-or-nice-to-have-nca-strategy-innovation-entrepreneurship/). # 4. Special Issue Submission Deadline The submission window for the special issue entitled “[Must-have or nice-to-have? Using Necessary Condition Analysis (NCA) to advance strategy, innovation, and entrepreneurship research](/blog/2024/01/16/call-for-papers-using-necessary-condition-analysis-to-advance-strategy-innovation-and-entrepreneurship-research/)." opens on **October 1, 2024**. The submission window closes on **January 31, 2025**. If you are considering submitting a paper to the special issue, I kindly invite you to join the virtual paper development workshop in November. You can submit your paper to the Journal of Business Research [here](https://www.editorialmanager.com/jobr/default.aspx). If you have any questions about these events and deadlines, please do not hesitate to contact me. --- ## The power of alignment: Conceptualizing strategy-identity alignment in Dutch energy companies - Authors: Stephanie Koornneef, and Stefan Breet - Published in: Organizing the Dutch Energy Transition - Type: Book Chapter - DOI: https://doi.org/10.4324/9781003360131-9 - Date: 2024-04-30 - Tags: Strategic Management, Organizational Identity, Strategy-Identity Matrix - Source: https://www.stefanbreet.com/research/publications/2024/04/30/the-power-of-alignment-conceptualizing-strategy-identity-alignment-in-dutch-energy-companies/ ### Abstract The Dutch energy transition creates significant challenges for energy companies in the Netherlands because they need to reevaluate their strategies (what they do) and identities (who they are). They are required to explore new and sustainable sources of energy, as well as efficiently exploiting old sources of energy. The energy transition also prompts a reevaluation of what defines an energy company. When strategy and identity are not aligned, strategic renewal and organizational change are deemed to fail. To better understand the alignment between strategy and identity and its consequences for Dutch energy companies, this chapter develops a theoretical framework based on the extent to which organizations engage in entrepreneurial or conservative strategies and maintain innovative or traditional identities. The strategy-identity matrix identifies four distinct forms of strategy-identity alignment: illusionists, custodians, pioneers, and reformists. By using this framework to classify the strategy-identity alignment of Dutch energy companies, this chapter shows that organizations can align or misalign their strategies and identities in different ways. We discuss the implications of the strategy-identity matrix for theory, practice, and the Dutch energy transition. The Dutch energy transition confronts energy companies with major challenges: they need to reevaluate both their strategy (what they do) and their identity (who they are). When strategy and identity are not aligned, renewal and change often fail. In this chapter, we develop the *strategy-identity matrix*, a framework that distinguishes four forms of alignment. *Illusionists* pursue an entrepreneurial strategy with a traditional identity. *Custodians* combine a conservative strategy with a traditional identity. *Pioneers* connect an entrepreneurial strategy with an innovative identity. *Reformists*, finally, pursue a conservative strategy with an innovative identity. By applying this framework to Dutch energy companies, we show how organizations can align or misalign their strategies and identities in different ways, and what the consequences are when they fail to do so. --- ## Architects of Change: Designing Future-Proof Business Model Innovations - Organization: Radboud University Nijmegen - Date: 2024-03-04 - Tags: Business Model Innovation, Business Models - Source: https://www.stefanbreet.com/teaching/lectures/2024/03/04/architects-of-change-designing-future-proof-business-model-innovations/ Business Model Innovation can help organizations adapt themselves to changing circumstances. But what are business model innovations? And how can we recognize, evaluate, and select them? In the fifth lecture of the master elective [Business Model Innovation](https://www.stefanbreet.com/teaching/courses/2023-2024/business-model-innovation/) at the Radboud University Nijmegen, we will explore different types of business model innovations. Students will learn how they can recognize, evaluate, and select business model innovations that are likely to create, deliver or capture value in the future. # Business Model Innovation > Business model innovations are designed, novel, nontrivial changes to the key elements of a firm’s business model and/or the architecture linking these elements. (Saebi, Lien, and Foss, 2016) # The Business Model Portfolio # Required Readings - Leppänen, P., George, G., & Alexy, O. (2023). When do novel business models lead to high performance? A configurational approach to value drivers, competitive strategy, and firm environment. _Academy of Management Journal_, _66_(1), 164–194. [https://doi.org/10.5465/amj.2020.0969](https://doi.org/10.5465/amj.2020.0969) - Snihur, Y., Thomas, L. D. W., & Burgelman, R. A. (2023). Strategically managing the business model portfolio trajectory. _California Management Review_, _65_(2), 156–176. [https://doi.org/10.1177/00081256221140930](https://doi.org/10.1177/00081256221140930) # The Course This lecture is part of the master elective [Business Model Innovation](/teaching/courses/2023-2024/business-model-innovation/) at the Radboud University Nijmegen. The course teaches master students how to redesign an organization’s business model and make it future-proof. In an increasingly interconnected world, organizations are confronted with unprecedented levels of turbulence, uncertainty, and complexity. Global trends such as rapid urbanization, climate change, global economic power shifts, digitalization influence the effectiveness and efficiency of existing business models. To ensure future competitive success, organizations must rethink the way they create, deliver, and capture value. In this course, students will learn how to design a future-proof business model in three steps: Analyze the current business model, Anticipate the future performance of the current business model, and Advise an organization about Business Model Innovations that are most robust and future-proof. --- ## The Business Model as a System of Interconnected Elements _The role of business ecosystems and systems thinking in business model innovation._ - Organization: Radboud University Nijmegen - Date: 2024-02-05 - Tags: Business Model Innovation, Business Models, Business Ecosystems, Systems Thinking, Causal Loop Diagrams - Source: https://www.stefanbreet.com/teaching/lectures/2024/02/05/the-business-model-as-a-system-of-interconnected-elements/ The business model canvas is an excellent tool to describe the different elements of an organization's business model. However, when organizations face wicked problems or complex environments, it is important to understand how these elements are dynamically linked to each other. By combining traditional perspectives on business model innovation with [systems thinking](https://en.wikipedia.org/wiki/Systems_thinking#:~:text=Systems%20thinking%20is%20a%20way,complex%20contexts%2C%20enabling%20systems%20change.), we can develop a deeper understanding of business model innovation. In the second lecture of the master elective [Business Model Innovation](/teaching/courses/2023-2024/business-model-innovation/) at the Radboud University Nijmegen, we will move from a static description of business models to a dynamic one. Students will learn how [Causal Loop Diagrams](https://en.wikipedia.org/wiki/Causal_loop_diagram) (CLDs) can be used to capture the relationships between business model elements. # The Business Ecosystem The success of many business models depends on the collaboration between multiple organizations. A business ecosystem is a set of actors with varying degrees of multilateral, nongeneric complementarities that are not fully hierarchically controlled ([Jacobides, Cennamo & Gawer, 2018](https://doi.org/10.1002/smj.2904)). In some situations, organizations can create more value if they leverage nongeneric complementarities between their products or services and the products or services provided by other organizations. There are three types of complementarities (Jacobides, Cennamo & Gawer, 2018): 1. Generic Complementarity: A is better with B, but A can be paired with C too. 2. Unique Complementarity: “A doesn’t ‘function’ without B,” where A and B can be specific items, steps, or activities. A is maximized with B 3. Supermodular Complementarity: “more of A makes B more valuable,” where A and B are two different products, assets, or activities. # Systems Thinking Just like we can consider a business ecosystem to be a system of interrelated elements, we can represent a business model as a system, too. The business model *system* consists of internal and external factors. Internal factors are variables under direct control of the organization. External factors consist of the transactional environment (which, for example, includes the organization's suppliers, strategic partners, and customers) and the contextual environment (which, for example, consists of macroeconomic trends and societal norms). # From Business Model Canvas to Dynamic Business Model We can think about the business model as a system too. In this course, we use [Causal Loop Diagrams](https://en.wikipedia.org/wiki/Causal_loop_diagram) (CLDs) to capture the dynamic aspects of business models. A causal loop diagram does not only identify the building blocks of a business model, but it also shows how these building blocks are related to each other. An example of a business model represented by a CLD can be found in “[How to design a winning business model](https://hbr.org/2011/01/how-to-design-a-winning-business-model)” by Casadesus-Masanell and Ricart (2011). They show how the choices and consequences underlying Ryanair's business model create value. CLD of Ryanair # Required Readings - Grewatsch, S., Kennedy, S., & Bansal, P. (2023). Tackling wicked problems in strategic management with systems thinking. Strategic Organization, 21(3), 721–732. https://doi.org/10.1177/14761270211038635 - Casadesus-Masanell, R., & Ricart, J. E. (2011). How to design a winning business model. Harvard Business Review, 89(1/2), 100–107. - Eden, A. C., & Ackermann, F. (2016). Mapping Distinctive Competencies: A Systemic Approach. The Journal of the Operational Research Society, 51(1), pp. 1220 http://www.jstor.org/stable/253943 # The Course This lecture is part of the master elective [Business Model Innovation](/teaching/courses/2023-2024/business-model-innovation/) at the Radboud University Nijmegen. The course teaches master students how to redesign an organization’s business model and make it future-proof. In an increasingly interconnected world, organizations are confronted with unprecedented levels of turbulence, uncertainty, and complexity. Global trends such as rapid urbanization, climate change, global economic power shifts, digitalization influence the effectiveness and efficiency of existing business models. To ensure future competitive success, organizations must rethink the way they create, deliver, and capture value. In this course, students will learn how to design a future-proof business model in three steps: Analyze the current business model, Anticipate the future performance of the current business model, and Advise an organization about Business Model Innovations that are most robust and future-proof. --- ## Problem Definition and the Business Model Canvas _How to define an organization’s problem or opportunity and describe the elements of a business model._ - Role: Presenter - Organization: Radboud University Nijmegen - Date: 2024-01-31 - Tags: Business Model Innovation, Business Models, Business Model Canvas, Minto Pyramid Principle - Source: https://www.stefanbreet.com/teaching/workshops/2024/01/31/problem-definition-and-the-business-model-canvas/ Complexity offers organizations many advantages, but it can also become unmanageable and unpredictable ([Reeves et al., 2020](https://hbr.org/2020/01/taming-complexity)). Business models consist of different organizational elements that have many different connections to one another. The more elements a business model has, the more complex it becomes. How can we innovate complex business models, and where should we start? In this workshop, students learn how to define a problem and fill out the business model canvas. # Problem Definition We first need to define a problem that we can use as the start of the business model innovation process. We can define a problem as a **result** or **opportunity gap** ([Baaij, 2022](https://www.amazon.nl/Introduction-Management-Consultancy-Baaij-Marc/dp/1529758424)). A result gap is the difference between an organization's desired and realized performance. An opportunity gap is the difference between an organization's new and old objective. For example, an organization can experience a difference between a desired profit of 250 million euros and a realized profit of 150 million euros. The result gap for this organization is 100 million euros. Once we have identified the result or opportunity gap, we need to decompose this gap into its elements. We use the [Minto Pyramid Principle](https://www.barbaraminto.com/) to do so. For example, a profit gap can be decomposed into a revenue gap and a cost gap. The cost gap can be further decomposed into a variable cost gap and a fixed cost gap. The elements should be [MECE](https://en.wikipedia.org/wiki/MECE_principle): mutually exclusive and collectively exhaustive. # The Business Model Canvas After we have defined the organization's problem, we need to get a thorough understanding of its business model. The [Business Model Canvas](https://en.wikipedia.org/wiki/Business_Model_Canvas) is a popular tool that can be used to describe the elements of an organization's business model. These elements reflect an organization's infrastructure, product or service offerings, customers, and finances. Business Model Canvas # Required Readings - Reeves, M., Levin, S., Fink, T., & Levina, A. (2020). Taming complexity. _Harvard Business Review_, _98_(1), 112–121. # Suggested Readings - Baaij, M. G. (2022). _An introduction to management consultancy_. SAGE Publications Ltd. # The Course This workshop is part of the master elective [Business Model Innovation](/teaching/courses/2023-2024/business-model-innovation/) at the Radboud University Nijmegen. The course teaches master students how to redesign an organization’s business model and make it future-proof. In an increasingly interconnected world, organizations are confronted with unprecedented levels of turbulence, uncertainty, and complexity. Global trends such as rapid urbanization, climate change, global economic power shifts, digitalization influence the effectiveness and efficiency of existing business models. To ensure future competitive success, organizations must rethink the way they create, deliver, and capture value. In this course, students will learn how to design a future-proof business model in three steps: Analyze the current business model, Anticipate the future performance of the current business model, and Advise an organization about Business Model Innovations that are most robust and future-proof. --- ## Introduction to Business Model Innovation _How organizations can change the way they create, capture, and deliver value._ - Organization: Radboud University Nijmegen - Date: 2024-01-29 - Tags: Business Model Innovation, Business Models - Source: https://www.stefanbreet.com/teaching/lectures/2024/01/29/introduction-to-business-model-innovation/ Since it was founded, Amazon has launched a range of services (such as one-click shopping, Amazon Prime, and Amazon Web Services) and products (such as the Kindle e-Reader, and the Amazon Echo) (see [Can amazon deliver again?](https://www.economist.com/business/2023/01/26/can-amazon-deliver-again) by the Economist for an analysis of Amazon's growth). Which of these launches and products are Business Model Innovations (BMI)? What are the criteria to determine if something is a BMI? What is a Business Model anyway, and how can you capture it? In the first lecture of the master elective [Business Model Innovation](/teaching/courses/2023-2024/business-model-innovation/) at the Radboud University Nijmegen, we will take the first step in finding the answers to these questions. Students develop an understanding of the basic concepts of business model innovation, and familiarize themselves with tools like the [Business Model Canvas](https://www.strategyzer.com/library/the-business-model-canvas) and the [Business Model Navigator](https://businessmodelnavigator.com/). They will also learn more about the course, its structure, and its requirements. # Required Readings - Foss, N. J., & Saebi, T. (2017). Fifteen years of research on business model innovation: How far have we come, and where should we go? Journal of Management, 43(1), 200–227. https://doi.org/10.1177/0149206316675927 - Snihur, Y., & Markman, G. (2023). Business Model Research: Past, Present, and Future. Journal of Management Studies, 60(8). https://doi.org/10.1111/joms.12928 # The Course This lecture is part of the master elective [Business Model Innovation](/teaching/courses/2023-2024/business-model-innovation/) at the Radboud University Nijmegen. The course teaches master students how to redesign an organization’s business model and make it future-proof. In an increasingly interconnected world, organizations are confronted with unprecedented levels of turbulence, uncertainty, and complexity. Global trends such as rapid urbanization, climate change, global economic power shifts, digitalization influence the effectiveness and efficiency of existing business models. To ensure future competitive success, organizations must rethink the way they create, deliver, and capture value. In this course, students will learn how to design a future-proof business model in three steps: Analyze the current business model, Anticipate the future performance of the current business model, and Advise an organization about Business Model Innovations that are most robust and future-proof. --- ## Business Model Innovation _This course teaches master students how to redesign an organization’s business model and make it future proof._ - Organization: Radboud University Nijmegen - Date: 2024-01-29 - Tags: Business Model Innovation, Business Models, Strategic Management, Systems Thinking - Source: https://www.stefanbreet.com/teaching/courses/2023-2024/business-model-innovation/ # Course Description This course teaches master students how to redesign an organization’s business model and make it future-proof. In an increasingly interconnected world, organizations are confronted with unprecedented levels of turbulence, uncertainty, and complexity. Global trends such as rapid urbanization, climate change, global economic power shifts, digitalization influence the effectiveness and efficiency of existing business models. To ensure future competitive success, organizations must rethink the way they create, deliver, and capture value. In this course, students will learn how to design a future-proof business model in three steps: 1. **Analyze**. First, students learn to describe the current business model of an existing organization and put it into context. They will draw a causal loop diagram (CLD) that shows how different business model elements are causally interrelated. 2. **Anticipate**. In the next phase of the course, students learn how managers can make decisions when they are confronted with various uncertainties about the future. They will develop different scenarios to understand how potential internal and external developments impact the organization. 3. **Advise**. Finally, students learn how to use their analyses and anticipation skills to give advice to organizations about business model innovation. They will identify robust business model adaptations that are most likely to create, deliver, or capture value in the future. # Learning Goals After taking this course, students will… - Understand the concept of business model innovation in public and private organizations. - Represent a business model with a causal loop diagram describing the causal interrelationships between internal and external factors. - Distinguish between relevant and irrelevant forces for scenarios. - Create scenarios and describe possible futures. - Propose business model changes and analyze their potential impact. - Identify robust business model changes that are most likely to create, deliver, or capture value in the future and defend your choice with solid argumentation. - Write a well-structured report to an organization’s management team with convincing argumentation for a new, future-proof business model. # Course Schedule ## Part 1 - Analyze - **[Introduction to Business Model Innovation](/teaching/lectures/2024/01/29/introduction-to-business-model-innovation/)**
Lecturer by Stefan Breet - **[Problem Definition & The Business Model Canvas](/teaching/workshops/2024/01/31/problem-definition-and-the-business-model-canvas/)**
Workshop by Stefan Breet and Merel van der Wal - **[The Business Model as a System of Interconnected Elements](/teaching/lectures/2024/02/05/the-business-model-as-a-system-of-interconnected-elements/)**
Lecture by Stefan Breet and Merel van der Wal - **Using Causal Loop Diagrams to Capture Dynamic Relationships between Business Models Elements**
Lecturer(s): Stefan Breet & Merel van der Wal ## Part 2 - Anticipate - **The Future as Your Guide: Decision-Making Under Uncertainty**
Lecturer(s): Vincent Marchau - **Navigating the Unknown: Scenario Development for Business Model Innovation**
Lecturer(s): Vincent Marchau & Merel van der Wal - **Learning from the Future**
Lecturer(s): Vincent Marchau - **The Business Model Stress Test: Examining the Future Performance of Today’s Business Models**
Lecturer(s): Vincent Marchau & Merel van der Wal ## Part 3 - Advise - **Architects of Change: Designing Future-Proof Business Model Innovations**
Lecturer(s): Stefan Breet - **Innovation in Action: Testing and Validating Business Model Innovations**
Lecturer(s): Stefan Breet, Merel van der Wal, and Vincent Marchau - **The Art of Insight: Delivering Impactful Advice**
Lecturer(s): Stefan Breet and Merel van der Wal - **The Big Reveal: Showcasing Your Future-Proof Business Model Innovations**
Lecturer(s): Stefan Breet, Merel van der Wal, and Vincent Marchau --- ## Call for Papers: Using Necessary Condition Analysis (NCA) to Advance Strategy, Innovation, and Entrepreneurship Research _We are editing a virtual special issue in the Journal of Business Research dedicated to the application of Necessary Condition Analysis in strategy, innovation and entrepreneurship research._ - Date: 2024-01-16 - Tags: Necessary Condition Analysis, Journal of Business Research, Special Issue, Strategic Management, Innovation, Entrepreneurship - Source: https://www.stefanbreet.com/blog/2024/01/16/call-for-papers-using-necessary-condition-analysis-to-advance-strategy-innovation-and-entrepreneurship-research/ The call for papers for our special issue on Necessary Condition Analysis (NCA) in the [Journal of Business Research](https://www.sciencedirect.com/journal/journal-of-business-research) is now [online](https://www.sciencedirect.com/journal/journal-of-business-research/about/call-for-papers#must-have-or-nice-to-have-using-necessary-condition-analysis-nca-to-advance-strategy-innovation-and-entrepreneurship-research)! We invite submissions that apply NCA in strategy, innovation, and entrepreneurship research. The editorial team—[Patrycja Klimas](https://www.linkedin.com/in/patrycja-klimas-0092667b/), professor [Ricarda Bouncken](https://www.linkedin.com/in/ricarda-b-bouncken-3a948346/), professor [Jan Dul](https://www.linkedin.com/in/jandul/), and myself as the executive guest editor—will support you with publishing an impactful, relevant, and high-quality NCA paper. The submission window opens one year from now, on January 1, 2025. We are looking forward to your submissions! # Motivation for the Special Issue Different conceptualizations of organizational performance and their antecedents have served as key variables for studies in the fields of strategic management, innovation, and entrepreneurship. For example, sustained competitive advantage has been coined as the central performance variable of the resource-based view of the firm (RBV), which depends on a set of antecedents, such as that firm resources have to be valuable (Barney, 1991). Many studies in the realm of innovation management argue that knowledge breadth and knowledge overlap are necessary conditions for knowledge integration in the innovation process (e.g., Vakili & Kaplan, 2021). Furthermore, the literature on entrepreneurship has suggested many necessary conditions for firm emergence, including the preparation of a business plan, the acquisition of outside funding, or the start of marketing and promotion activities (Arenius et al., 2017). Together, these literatures study which factors—for example, key success factors or profit drivers—enable large and small organizations to achieve their goals. At the same time, they also identify factors that are bottlenecks for success. For example, the RBV argues that a competitive advantage cannot be achieved without valuable, rare, inimitable and substitutable resources (Barney, 1991). Such “necessities” or “must-haves” have been stated in other fields, too: without trust in a buyer-supplier relationship, it is impossible to achieve high levels of collaborative innovation (Van der Valk et al., 2016). Without high levels of motivational cultural intelligence, it is impossible for global virtual teams to achieve high levels of social integration and performance (Richter et al., 2021). Questions about necessities and “must-haves” can be especially addressed with Necessary Condition Analysis (NCA). NCA offers a fresh look at important phenomena and can further advance our understanding of causal relationships (Aguinis et al., 2020; Bokrantz & Dul, 2022; Dul, 2016). Necessary conditions are enablers that must be present for an outcome to occur (Dul, 2016). They often work as bottlenecks, constraints, or barriers: their absence prevents an organization, team, or individual from achieving their goals. While regression-based techniques help us understand which factors on average and ceteris paribus contribute to important organizational outcomes, NCA helps us to separate the need-to-haves from the nice-to-haves. The insights provided by NCA are, therefore, not only theoretically but also practically relevant to researchers, executives, managers, and policymakers. However, despite the ubiquity of necessary condition statements in strategy, innovation, and entrepreneurship research, thorough descriptions of the mechanisms of necessity statements and strong empirical tests are still scarce. NCA offers a methodological and theoretical toolkit to theorize and test necessary condition hypotheses. The aim of the special issue is to invite submissions that use NCA to theoretically and empirically advance strategy, innovation, and entrepreneurship research. The special issue is a timely one because there is a need for best-practice examples of NCA studies. With the increasing popularity of NCA across many scholarly fields—including entrepreneurship, human resource management, international business, marketing, operations, public and non-profit management, strategic management, and tourism—comes a variety of methodological applications and interpretations. The establishment of best practices—such as those described by Dul, Hauff and Bouncken (2023)—is necessary to move the management field forward. The editors of this special issue are committed to supporting authors with the implementation of theoretical and empirical best practices. A second reason is that the special issue will offer strategy, innovation, and entrepreneurship scholars with a fresh perspective on both new and old phenomena. To explain the relationship between a necessary condition and its outcome, scholars need to use a different type of logic (Bokrantz & Dul, 2022). Developing this logic and incorporating them into established management theories has the opportunity to move the field forward (Aguinis et al., 2020). This special issue will be the first journal issue dedicated to novel perspectives offered by NCA and its underlying logic. # Suggested Themes The special issue focuses on studies within the strategic management, innovation, and entrepreneurship literatures that consider necessary conditions, bottlenecks, or constraints for important organizational outcomes. These outcomes include—but are not limited to—firm performance, strategic change, sustainability, intrapreneurship, knowledge recombination, new product or service development, venture funding, new venture creation, and new venture success. Example research questions are: - Why and how do efficiency and resource scarcity constrain organization’s ability for innovation and growth? - What are the necessary conditions for successful relational strategies—including alliances, industry clusters, business ecosystems, and strategic networks? - What are the bottlenecks preventing organizations from developing sustainable (environmental, social, and economic) business models? - What are the necessary conditions for successfully responding to disruptive technologies such as Artificial Intelligence (AI) and the deluge of available data? - How can organizations identify and manage the barriers to bottom-up innovation? - What are the necessary conditions for moving from one stage of the innovation process to the next? - Considering all the researched factors influencing the innovation process, which of them are need-to-haves and which are nice-to-haves? - How do start-up ecosystems influence the conditions necessary to start a successful company? - Why are some founder characteristics necessary for firm emergence while others are not? - Considering the journey from idea to start-up, what are the bottlenecks preventing entrepreneurs from realizing their ideas? # Manuscript Types - **Standalone NCA studies**. These studies use NCA as the only empirical method to test hypotheses. - **Multimethod studies combining NCA and Structural Equation Modeling (SEM)**. These studies use SEM to estimate latent variable scores and use these scores as input for NCA. - **Multimethod studies combining NCA and Linear Regression Analysis**. These studies use NCA to complement a linear regression analysis with additional insights. - **Multimethod studies in which NCA is combined with Qualitative Comparative Analysis (QCA)**. These studies use NCA for the analysis of necessity, and QCA for the analysis of sufficiency. - **Conceptual studies.** These studies use necessity logic to develop necessity propositions or alter existing theoretical models. # Manuscript Submission Information Submissions are welcomed starting: October 1, 2024 Paper Submission Deadline: January 31, 2025 If you'd like to submit to this special issue, you can do it [here](https://www.editorialmanager.com/JOBR/default.aspx). Please make sure you select the Article Type '**VSI: Must-have or nice-to-have**’ when submitting your paper. All submissions will go through the JBR regular double-blind review process and follow the standard norms and processes. # References Aguinis, H., Ramani, R. S., & Cascio, W. F. (2020). Methodological practices in international business research: An after-action review of challenges and solutions. Journal of International Business Studies. https://doi.org/10.1057/s41267-020-00353-7 Arenius, P., Engel, Y., & Klyver, K. (2017). No particular action needed? A necessary condition analysis of gestation activities and firm emergence. Journal of Business Venturing Insights, 8, 87–92. https://doi.org/10.1016/j.jbvi.2017.07.004 Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108 Bokrantz, J., & Dul, J. (2022). Building and testing necessity theories in supply chain management. Journal of Supply Chain Management, jscm.12287. https://doi.org/10.1111/jscm.12287 Dul, J. (2016). Necessary condition analysis (NCA): Logic and methodology of “necessary but not sufficient” causality. Organizational Research Methods, 19(1), 10–52. https://doi.org/10.1177/1094428115584005 Dul, J., Hauff, S., & Bouncken, R. B. (2023). Necessary condition analysis (NCA): Review of research topics and guidelines for good practice. Review of Managerial Science, 17(2), 683–714. https://doi.org/10.1007/s11846-023-00628-x Fredrich, V., Bouncken, R. B., & Kraus, S. (2019). The race is on: Configurations of absorptive capacity, interdependence and slack resources for interorganizational learning in coopetition alliances. Journal of Business Research, 101, 862–868. https://doi.org/10.1016/j.jbusres.2018.11.038 Frommeyer, B., Wagner, E., Hossiep, C. R., & Schewe, G. (2022). The utility of intention as a proxy for sustainable buying behavior – A necessary condition analysis. Journal of Business Research, 143, 201–213. https://doi.org/10/gpddpz Hernández-Perlines, F., Moreno-García, J., & Yañez-Araque, B. (2016). The mediating role of competitive strategy in international entrepreneurial orientation. Journal of Business Research, 69(11), 5383–5389. https://doi.org/10.1016/j.jbusres.2016.04.142 Leischnig, A., Kasper-Brauer, K., & Thornton, S. C. (2018). Spotlight on customization: An analysis of necessity and sufficiency in services. Journal of Business Research, 89, 385–390. https://doi.org/10.1016/j.jbusres.2017.12.038 Richter, N. F., & Hauff, S. (2022). Necessary conditions in international business research – advancing the field with a new perspective on causality and data analysis. Journal of World Business, 57(5), 101310. https://doi.org/10/gpcbr7 Richter, N. F., Martin, J., Hansen, S. V., Taras, V., & Alon, I. (2021). Motivational configurations of cultural intelligence, social integration, and performance in global virtual teams. Journal of Business Research, 129, 351–367. https://doi.org/10.1016/j.jbusres.2021.03.012 Torres, P., Augusto, M., & Godinho, P. (2017). Predicting high consumer-brand identification and high repurchase: Necessary and sufficient conditions. Journal of Business Research, 79, 52–65. https://doi.org/10.1016/j.jbusres.2017.05.029 Vakili, K., & Kaplan, S. (2021). Organizing for innovation: A contingency view on innovative team configuration. Strategic Management Journal, 42(6), 1159–1183. https://doi.org/10.1002/smj.3264 Van der Valk, W., Sumo, R., Dul, J., & Schroeder, R. G. (2016). When are contracts and trust necessary for innovation in buyer-supplier relationships? A necessary condition analysis. Journal of Purchasing and Supply Management, 22(4), 266–277. https://doi.org/10.1016/j.pursup.2016.06.005 --- ## Must-have or Nice-to-have? Using Necessary Condition Analysis (NCA) to Advance Strategy, Innovation, and Entrepreneurship Research _Virtual special issue in the Journal of Business Research._ - Role: Executive Guest Editor - Published in: Journal of Business Research - Date: 2024-01-16 - Tags: Necessary Condition Analysis, Journal of Business Research, Special Issue - Source: https://www.stefanbreet.com/service/editorial-roles/jbr-special-issue-necessary-condition-analysis/ As executive guest editor, I lead the editorial team of a virtual special issue in the [Journal of Business Research](https://www.sciencedirect.com/journal/journal-of-business-research) dedicated to the application of Necessary Condition Analysis (NCA) in strategy, innovation, and entrepreneurship research, together with Patrycja Klimas, Ricarda Bouncken, and Jan Dul. Necessary conditions are enablers that must be present for an outcome to occur. They often work as bottlenecks or constraints: their absence prevents an organization, team, or individual from achieving its goals. Where regression-based techniques show which factors contribute to an outcome on average, NCA separates the need-to-haves from the nice-to-haves. The special issue invites submissions that use NCA to theoretically and empirically advance strategy, innovation, and entrepreneurship research, and aims to establish best-practice examples for the growing NCA community. The submission window opened on January 1, 2025. Read the full [call for papers](/blog/2024/01/16/call-for-papers-using-necessary-condition-analysis-to-advance-strategy-innovation-and-entrepreneurship-research/) or learn more about the [paper development workshop](/service/workshops/2024/11/21/jbr-special-issue-paper-development-workshop-must-have-or-nice-to-have-nca-strategy-innovation-entrepreneurship/) we organized to support authors. --- ## Rising Standards _The third Necessary Condition Analysis (NCA) Paper Development Workshop shows that quality standards are on the rise._ - Date: 2023-12-11 - Tags: Necessary Condition Analysis, Paper Development Workshop - Source: https://www.stefanbreet.com/blog/2023/12/11/rising-standards-nca-paper-development-workshop/ It is great to see the development of something you believe in and have spent a lot of time on. The [Necessary Condition Analysis (NCA) Paper Development Workshop 2023](/service/workshops/2023/12/11/necessary-condition-analysis-nca-paper-development-workshop)—which took place on Monday—brought together researchers and NCA experts to improve the application of NCA in scientific articles. I have been closely involved with the development of Necessary Condition Analysis (NCA) since 2017, a methodology that allows us to identify necessary conditions in datasets. This year’s workshop revolved around NCA’s methodological quality standards, and it was great to see that higher standards are becoming the norm among researchers in the social sciences. # Increasing popularity, increasing standards The workshop started with a presentation by professor [Jan Dul](https://scholar.google.com/citations?user=z52DO7EAAAAJ&hl=en) in which he discussed the current state of NCA research. With the increasing popularity of NCA, the standards NCA studies need to meet are also increasing. Professor Dul identified five common pitfalls that can—and should be—avoided by authors of NCA studies: 1. The authors do not provide a theoretical justification of the (tested or explored) necessity hypothesis. 2. The authors do not show the scatter plots of all the relationships that they tested for necessity. 3. The authors do not interpret the bottleneck table. 4. The authors do not conduct a robustness check. 5. The authors do report the NCA results in accordance with basic reporting guidelines. Ways to avoid these pitfalls are described in the online book [Advances in Necessary Condition Analysis](https://bookdown.org/ncabook/advanced_nca2/). # Roundtable Discussions In the second part of the workshop, we discussed the papers of the workshop participants in two discussion groups. One discussion was led by [Nicole Franziska Richter](https://scholar.google.de/citations?user=nO64a-kAAAAJ&hl=de), Professor of International Business at the University of Southern Denmark. The other discussion was led by me. # Encouragement Award As per tradition, we concluded the workshop with the announcement of the Encouragement Award winner. The prize is awarded to recognize the potential of an early-stage paper and inspire its further development. The winner of this year’s award is Dr. Ricardo E. Buitrago R., who submitted a paper in which he examines the institutional determinants of outward foreign direct investment (OFDI) in 48 emerging economies during 2007-2021. He uses NCA to highlight bottlenecks constraining internationalization. --- ## NCA Paper Development Workshop 2023 - Role: Presenter - Organization: NCA Development Team - Date: 2023-12-11 - Tags: Necessary Condition Analysis, Paper Development Workshop - Source: https://www.stefanbreet.com/service/workshops/2023/12/11/necessary-condition-analysis-nca-paper-development-workshop/ The NCA Development team is organizing the third Annual Paper Development Workshop in October this year. The goal of the annual Necessary Condition Analysis (NCA) Paper Development Workshop is to help scholars who use NCA in their research to write a convincing paper that makes a valuable contribution to the literature. The paper development workshop is one of the many events organized by the NCA Development Team. If you are looking for a more hands-on workshop or webinar on the application of NCA, please have a look at our [Events and Training](https://www.erim.eur.nl/necessary-condition-analysis/events-and-training/) page. ## Workshop Goals The goal of the annual Necessary Condition Analysis (NCA) Paper Development Workshop is to help scholars who use NCA in their research to write a convincing paper that makes a valuable contribution to the literature in their fields. ## What type of paper do I need to submit? We invite submissions of manuscripts that use NCA as the main logic and data analysis approach or combine NCA with other methods. These other methods include regression-based methods—such as OLS regression, Multiple Linear Regression, Structural Equation Modeling (SEM) or Partial Least Squares (PLS-SEM)—or set theoretic methods like Qualitative Comparative Analysis (QCA). Furthermore, it is possible that you use NCA in a more qualitative or exploratory research context, although the workshop will focus on quantitative research. ## What type of support will I receive? You will get support on: - How to formulate your necessity theory and hypotheses - How to use NCA to analyze your data - How to interpret NCA results - How to discuss your results You will get feedback on your work from fellow researchers and members of the NCA development team. ## What will the workshop look like? The workshop will take place online on Thursday, October 26, 2023. The exact time of the workshop will depend on the time zones of the participants and will be communicated later. During the two-hour workshop, we will discuss how you can use NCA to develop theory and analyze your data. The discussions will take place in small groups of researchers with similar interests, guided by an NCA expert from the NCA Development team. ## Who can participate? We invite researchers from any discipline in the social, technical, (bio)medical sciences and humanities to apply for the workshop. We assume that you are familiar with NCA, and that you have a dataset that contains one or more potential necessary conditions. Previous attendance of another NCA event—such as the NCA summer course or an NCA conference workshop—will help you make the most out of this workshop. To ensure high-quality interactions, the maximum number of participants is 9. We will select candidates based on the quality of the abstract, their knowledge of NCA, and their motivation for attending the workshop. ## What are the costs of the workshop? The workshop is free of charge. ## How can I apply? You can apply by filling out the [online application form](https://fmru.az1.qualtrics.com/jfe/form/SV_bpAMr7Y67KlHcpg) by **Friday, September 22, 2023**. You will be notified of our decision no later than **Friday, September 29, 2023**. ## Where can I find more information? If you have any further questions, please contact us by sending an email to Stefan Breet (stefan.breet@ru.nl). For more information about NCA, visit [erim.nl/nca](https://www.erim.eur.nl/necessary-condition-analysis/). --- ## Finalist of the 2023 Research Methods Division PDW Award _Our Necessary Condition Analysis Professional Development Workshop was selected as one of the three best workshop award finalists at the Academy of Management Annual Meeting 2023._ - Date: 2023-11-11 - Tags: Necessary Condition Analysis - Source: https://www.stefanbreet.com/service/awards/finalist-of-the-2023-research-methods-division-pdw-award/ The [Necessary Condition Analysis workshop](/service/workshops/2023/08/05/necessary-condition-analysis-nca-logic-theory-methodology-and-publications/) we organized at the Academy of Management Annual Meeting 2023 in Boston has been selected as one of the finalists for the 2023 Research Methods Division PDW Award! The Academy of Management Annual Meeting is an annual conference for management researchers. Our workshop was sponsored by the [Research Methods Division](https://rm.aom.org/home), a subgroup of the Academy of Management committed to advancing and disseminating techniques for the collection, evaluation, and interpretation of data in management research. The five members of the Professional Development Workshop (PDW) Award Committee evaluated the materials submitted by eligible PDW organizers as well as the feedback provided by the workshop participants to select the finalists. Out of the three finalists, they voted for this year's award winner. # 2023 Research Methods Division PDW Award Winner The 2023 Research Methods Division PDW award has been won by the workshop ***Unsilencing Images in Qualitative Research: Giving Voice to Photographs with Two Hands-on Activities***. The workshop was organized by Ace Beorchia (Kennesaw State University), Anne Smith (University of Tennessee), Ben Alexander (California Polytechnic State University), Hans Hansen (Texas Tech University), Sara R. S. T. A. Elias (University of Victoria), and Jaewoo Jung (Colorado State University). # 2023 Research Methods Division PDW Award Finalists The two other finalists for the 2023 Research Methods Division PDW Award were our workshop entitled ***Necessary Condition Analysis (NCA): Logic, Theory, Methodology, and Publications*** and the workshop ***Visualizing Qualitative Data and Theory***. Our workshop was organized by Stefan Breet (Radboud University Nijmegen), Jan Dul (Erasmus University Rotterdam), Nicole Franziska Richter (University of Southern Denmark), and Tatiana Andreeva, (Maynooth University). The workshop on Visualizing Qualitative Data and Theory was organized by Elizabeth Long Lingo (Worcester Polytechnic Institute), Ozumcan Demir-Caliskan (Imperial College London), Karen J. Jansen (University of Reading), and Ann Langley (HEC Montréal). # 2023 Research Methods Division PDW Award Committee The 2023 Research Methods Division PDW Award Committee consists of Co-Chair, Jason Huang (2023 RM PDW chair and non-voting member), Co-Chair, Betty Zhou (2023 RM conference program chair and non-voting member), Markus Fitza (RM treasurer and voting member), Sanjay Jain (voting member), Yihao Liu (RM representative at large and voting member), Michael Withers (2024 RM PDW chair and voting member), and Sarah Wolfolds (RM representative at large and voting member). --- ## Innovation and Entrepreneurship in Context - Organization: Radboud University Nijmegen - Date: 2023-09-05 - Tags: Innovation, Innovation Management, Entrepreneurship, Corporate Entrepreneurship - Source: https://www.stefanbreet.com/teaching/courses/2023-2024/innovation-and-entrepreneurship-in-context/ # Course Description In this course, students learn about the roles of innovation and entrepreneurial behavior in the creation of new businesses, and in the further development of existing companies. They study the relevant actors and processes, with a focus on the role of different contexts and their effect on innovative behavior. They identify the most important stakeholders, networks, and opportunity structures that influence the success and failure of entrepreneurship. # Learning Goals By the end of the course students will be able to: - Understand innovation and entrepreneurial processes in their context - Recognize the most important internal and external aspects of entrepreneurship - Conduct a holistic analysis of the empirical data that they gather through a case study on innovation and entrepreneurship (in relation to the prescribed and discussed literature) # Lectures - [Innovation & Entrepreneurship in the Organizational Context](/teaching/lectures/2023/09/21/innovation-and-entrepreneurship-in-the-organizational-context) - Cultivating Creativity: Idea Generation and Elaboration - Bringing Ideas to Life: Idea Championing and Implementation - Organizing for Innovation: Social vs. Human Resource Management - Social, Relational, or Something Else? Different Perspectives on Innovation and Entrepreneurship in Context --- ## Innovation and Entrepreneurship in Context - Organization: Radboud University Nijmegen - Date: 2023-09-05 - Tags: Innovation, Innovation Management, Entrepreneurship, Corporate Entrepreneurship - Source: https://www.stefanbreet.com/teaching/courses/2023-2024/innovation-and-entrepreneurship-in-context/ # Course Description In this course, students learn about the roles of innovation and entrepreneurial behavior in the creation of new businesses, and in the further development of existing companies. They study the relevant actors and processes, with a focus on the role of different contexts and their effect on innovative behavior. They identify the most important stakeholders, networks, and opportunity structures that influence the success and failure of entrepreneurship. # Learning Goals By the end of the course students will be able to: - Understand innovation and entrepreneurial processes in their context - Recognize the most important internal and external aspects of entrepreneurship - Conduct a holistic analysis of the empirical data that they gather through a case study on innovation and entrepreneurship (in relation to the prescribed and discussed literature) # Lectures - [Innovation & Entrepreneurship in the Organizational Context](/teaching/lectures/2023/09/21/innovation-and-entrepreneurship-in-the-organizational-context) - Cultivating Creativity: Idea Generation and Elaboration - Bringing Ideas to Life: Idea Championing and Implementation - Organizing for Innovation: Social vs. Human Resource Management - Social, Relational, or Something Else? Different Perspectives on Innovation and Entrepreneurship in Context --- ## Changes in networking behavior: Examining network perception and proactive work behavior when employees work from home - Role: Presenter - Event: Academy of Management Annual Meeting - Date: 2023-08-08 - Tags: Social Networks, Social Network Analysis, Network Perception, Networking Behavior, Proactive Behavior - Source: https://www.stefanbreet.com/research/talks/2023/08/08/changes-in-networking-behavior/ This talk is part of the symposium "Relational Aspects of Working from Home: Embracing Opportunities and Navigating Challenges" organized by Michal Biron and Sumita Raghuram. # Symposium Physical distances (e.g., office versus home), temporal difference (e.g., work time or non-work time), and distinctive role identities are greatly reduced while employees work from home. Work relationships in the context of work from home are thus likely to differ from relationships taking place in the traditional, office-based context. The key question that guides this symposium is: How do employees engage in work relationships while working from home to achieve desired goals? To begin answering this broad question, we focus on five relationship settings: relationships with coworkers in the context of networking, relationships with managers and within teams in the context of learning, relationships within teams in local and multinational contexts, relationships with customers in the context of cyber misbehavior, and relationships with the broader society in the context of cultural norms. Our goal is to spark a debate around the changing nature of boundaries, relationships, and consequences in remote work environments. This symposium brings together a collection of papers that examine how the challenges and opportunities related to working from home, which intensified during the COVID-19 pandemic, can have far-reaching implications for future theorizing and research. # Talks - Changes in Networking Behavior: Examining Network Perception and Proactive Work Behavior When Employees Work from Home (Presenter: Stefan Breet) - The fear of losing informal learning: A time versus a relationship argument (Presenter: Karin Sanders) - A doubled-edged sword perspective on team national diversity: The role of remote work) Presenter: Julia Backmann) - The relationship among job crafting, trust, and creativity in teleworking teams (Presenter: Daniel Westmattelmann) - Cyberbullying perpetration and victimization between parents and teachers in a remote (online) learning environment during COVID-19 (Presenter: Naama Bar-on Shmilovitch) - The impact of cultural tightness-looseness on organizational outcomes associated with workplace flexibility across 22 countries (Presenter: Hilla Peretz) # Abstract People’s workplace relationships affect a range of important organizational outcomes (Hollenbeck & Jamieson, 2015) and building and maintaining relationships with others is a vital part of one’s job. However, government regulations to handle the COVID-19 pandemic forced employees in Western Europe to work from home, drastically reducing the opportunity to informally meet colleagues. Prior research suggests that people respond to uncertainty and threat by either “widening” or “winnowing” their social networks (Smith, Menon, & Thompson, 2012; Woehler et al., 2021). When employees winnow their social networks by reducing the number and frequency of social interactions, they also reduce their access to valuable opportunities (Burt, 1992). Thus, identifying why employees widen or winnow their workplace social networks in response to a working from home situation—such as the one caused by the COVID-19 pandemic—is a vital, yet understudied undertaking To test our hypotheses, we collected rich longitudinal social network data at a professional service firm headquartered in the Netherlands between 2019 and 2021. The organization’s employees were forced to work from home to the Dutch regulations to curb the spread of the COVID-19 virus, which enabled us to study the change in networking behavior that resulted from the working from home situation. Our analyses show that proactive work behavior has a positive effect on network widening and a negative effect on network deepening. This effect is moderated by network perception, such that these effects are stronger when employees do not perceive a negative effect of the working from home situation on their workplace social networks. --- ## Necessary Condition Analysis (NCA): Logic, Theory, Methodology, and Publications - Role: Moderator - Event: Academy of Management Annual Meeting - Date: 2023-08-05 - Tags: Necessary Condition Analysis - Source: https://www.stefanbreet.com/service/workshops/2023/08/05/necessary-condition-analysis-nca-logic-theory-methodology-and-publications/ In this workshop you will learn how to conduct Necessary Condition Analysis (NCA) and how to publish with NCA. This emerging method was recently published in the journal Organizational Research Methods (2016, 2020) and in the Sage book Conducting Necessary Condition Analysis (2020). NCA is now used in many fields including International Management, HRM, Strategy, Organizational Behavior, Operations, and Entrepreneurship. NCA understands cause-effect relations as “necessary but not sufficient” and not as additive and average logic that is used in regression analysis. “Necessary” means that an outcome will not occur without the right level of the condition, independently of the rest of the causal structure (thus the condition can be a “bottleneck”, “critical factor”, “constraint”). In practice, the right level must be put and kept in place to avoid guaranteed failure, and to allow the outcome to exist. NCA can be used as a stand-alone tool or in combination with regression and other approaches. By adding a different logic and data analysis approach, NCA adds both rigor and relevance to theory and data analysis. This interactive session familiarizes scholars with the method and has two parts. Part 1 is a general introduction discussing the diffusing of NCA and the importance of necessary conditions, illustrated with examples from different fields. Part 2 helps participants to become the first users of NCA in their field, with a practical demonstration about the application of NCA on how to build necessity theories, and how to analyze data for testing such theories using the NCA software and how to report the research in journal publications. # Workshop Relevance In any organizational field, scholars often formulate necessary but not sufficient statements (for examples see Appendix 1). But until the availability of NCA no quantitative method was available to evaluate these statements. Although the logic of necessary conditions goes back to David Hume’s philosophy of science (1777), the explicit formulation and analysis of necessity statements has been rare in modern social sciences including the organizational sciences. Since Francis Galton’s (1886) discovery of correlation, the focus in theory building and testing has been on additive logic, OLS regression, and the General Linear Model (with variants like multiple regression and structural equation modeling). Consequently the current focus of research and methodology is on sufficiency logic: how does a set of predictors (X1, X2, X3, ..) produce the outcome (Y), on average. Practitioners, however, commonly adopt necessity logic: in complex multicausal situations they cannot manage all factors, and select the believed “need-to-have” (=necessity) factors or ‘critical success factors’ that must be present to reach a desired outcome (e.g., high performance). Although results of additive, average logic and regression analyses inform managers what factors may contribute to success (on average), NCA results tell managers, what (levels of) factors must be put and kept in place to prevent failure of a desired (level of) outcome. Researchers should therefore include necessary conditions in their theories, and must have tools and skills to test necessary condition hypotheses. NCA provides the tools for formulating theory and identifying/testing necessary conditions. Using NCA has several advantages that are recognized by scholars and journal editors, such as: NCA provides new theoretical insights, complements traditional methods, is relevant for practice, and is simple and straightforward (see Appendix 2). # Workshop Format The workshop (1½ - 2 hours) consists of two parts and will be moderated by Stefan Breet. Part 1 (60 minutes) is a general introduction to NCA. It starts with a presentation (total 45 minutes) in which we introduce NCA and its recent developments (presented by [Jan Dul](https://scholar.google.com/citations?user=z52DO7EAAAAJ&hl=en&oi=ao), Rotterdam School of Management, Erasmus University, Netherlands, founder of NCA) and a recent application of NCA in the management literature (presented by [Nicole Richter](https://scholar.google.de/citations?user=nO64a-kAAAAJ&hl=de), Associate professor, University of Southern Denmark). Next in an interactive part (15-30 minutes) there are discussions (depending on the number of participants in small break out groups) where participants formulate and discuss necessary condition hypotheses in their field of research. Part 2 (45-60 minutes) focuses on the application of NCA and how NCA can contribute to better theoretical understanding of phenomena, and that necessity theories can have a large impact on recommendations for practice. Special attention is given to personal experiences with applying NCA and publishing with NCA. These applications will be presented by [Tatiana Andreeva](https://scholar.google.de/citations?hl=de&user=CLgJVQgAAAAJ), a researcher in Knowledge Management & Human Resource Management (School of Business, Maynooth University, Ireland) who has recently started applying NCA and submitting NCA manuscripts, and by [Nicole Richter](https://scholar.google.de/citations?user=nO64a-kAAAAJ&hl=de), a researcher in International Business (University of Southern Denmark) who has experience with publishing with NCA in top-ranked journals. # Workshop Overview The proposed workshop is designed to familiarize the audience with the necessity logic, theory, and its tools, and to provide them with the skills to apply the method to theory building and testing with datasets and to publish with NCA in top-ranked journals. The workshop is based on our prior NCA research published in peer-reviewed journals, and on experiences with previous NCA courses, workshops at conferences and seminars and webinars (see Appendix 3). After the introduction of NCA in 2016 in Organizational Research Methods (Dul, 2016), PDWs were held on site at AoM2016 (Anaheim), AoM2018 (Chicago), AoM2019 (Boston), AoM2021 (Seattle) and online at AoM2020 and AoM2021, which all were well attended and well-received, as were a large number of workshops at other international conferences. The basics of the method have now been further detailed and described in a recent book (Dul 2020) and advanced topics are discussed in an online book (Dul 2021). Since 2016, many scholars have applied the method in their research, resulting in more than 60 articles in peer reviewed ISI journals (See Figure). The growing importance of NCA is demonstrated by the pace of adoption compared to two now well-established methods in the organizational sciences. A search of ISI yields more than 2,500 hits for the QCA method and more than 4,000 for PLS-SEM. Yet, usage of NCA since introduction is proceeding more rapidly than these methods. Currently, not seldom, authors in top journals recommend the use of NCA for future research (e.g., Aguinis et al. in the Journal of International Business Studies, 2020). ## Part 1 In the first part of the workshop, we will provide a general overview of NCA and compare the logic of necessary conditions with traditional regression based additive logic. Specifically, we will cover the following topics: 1. The development and diffusion of NCA in academic journals 2. The importance of necessary conditions for theory and practice 3. Recent advances in the NCA methodology. ## Part 2 The second part of the workshop is a demonstration of the application of NCA in theory building and testing research and how to publish the work. Specifically, this part will cover the following topics by scholars with experience in NCA applications: 1. Example 1. NCA in Knowledge Management & HRM research. This example and related experience with NCA will be presented by Tatiana Andreeva. 2. Example 2. NCA in International Business research. This example and related experience with NCA will be presented by Nicole Richter who has experience with publishing on NCA in top journals After the workshop participants can get assistance when they apply NCA. Participants who install the NCA software (R package) are welcome to request our assistance during and after the AoM conference to perform the analysis on their dataset. Participants can also become part of the NCA community of currently more than 800 researchers (www.erim.nl/nca). --- ## Changes in Networking Behavior when Employees Work from Home: The Role of Network Perception and Proactive Work Behavior - Role: Presenter - Event: EGOS Colloquium - Date: 2023-07-08 - Tags: Social Networks, Social Network Analysis, Network Perception, Networking Behavior, Proactive Behavior - Source: https://www.stefanbreet.com/research/talks/2023/07/08/changes-in-networking-behavior-when-employees-work-from-home/ In this talk, I presented the first ideas I have about the effects of remote work on people's networking behavior. The talk was part of Sub-Theme 07 SWG Beyond Social Relations – Different Forms and Shapes of Networks of the EGOS Colloquium 2023 in Cagliari. # Abstract People’s workplace relationships affect a range of important organizational outcomes (Hollenbeck & Jamieson, 2015) and building and maintaining relationships with others is a vital part of one’s job. However, government regulations to handle the COVID-19 pandemic forced employees in Western Europe to work from home, drastically reducing the opportunity to informally meet colleagues. Prior research suggests that people respond to uncertainty and threat by either “widening” or “winnowing” their social networks (Smith, Menon, & Thompson, 2012; Woehler et al., 2021). When employees winnow their social networks by reducing the number and frequency of social interactions, they also reduce their access to valuable opportunities (Burt, 1992). Thus, identifying why employees widen or winnow their workplace social networks in response to a working from home situation—such as the one caused by the COVID-19 pandemic—is a vital, yet understudied undertaking To test our hypotheses, we collected rich longitudinal social network data at a professional service firm headquartered in the Netherlands between 2019 and 2021. The organization’s employees were forced to work from home to the Dutch regulations to curb the spread of the COVID-19 virus, which enabled us to study the change in networking behavior that resulted from the working from home situation. Our analyses show that proactive work behavior has a positive effect on network widening and a negative effect on network deepening. This effect is moderated by network perception, such that these effects are stronger when employees do not perceive a negative effect of the working from home situation on their workplace social networks. --- ## Changes in Networking Behavior when Employees Work from Home: The Role of Network Perception and Proactive Work Behavior - Role: Presenter - Event: Strategic Management Research Day - Organization: Radboud University Nijmegen - Date: 2023-06-01 - Tags: Social Networks, Social Network Analysis, Network Perception, Networking Behavior, Proactive Behavior - Source: https://www.stefanbreet.com/research/talks/2023/06/01/changes-in-networking-behavior-when-employees-work-from-home-the-role-of-network-perception-and-proactive-work-behavior/ People’s workplace relationships affect a range of important organizational outcomes (Hollenbeck & Jamieson, 2015) and building and maintaining relationships with others is a vital part of one’s job. However, government regulations to handle the COVID-19 pandemic forced employees in Western Europe to work from home, drastically reducing the opportunity to informally meet colleagues. Prior research suggests that people respond to uncertainty and threat by either “widening” or “winnowing” their social networks (Smith, Menon, & Thompson, 2012; Woehler et al., 2021). When employees winnow their social networks by reducing the number and frequency of social interactions, they also reduce their access to valuable opportunities (Burt, 1992). Thus, identifying why employees widen or winnow their workplace social networks in response to a working from home situation—such as the one caused by the COVID-19 pandemic—is a vital, yet understudied undertaking To test our hypotheses, we collected rich longitudinal social network data at a professional service firm headquartered in the Netherlands between 2019 and 2021. The organization’s employees were forced to work from home to the Dutch regulations to curb the spread of the COVID-19 virus, which enabled us to study the change in networking behavior that resulted from the working from home situation. Our analyses show that proactive work behavior has a positive effect on and is a necessary condition for network change. This effect is moderated by network perception, such that this effect is only positive when employees do not perceive a negative effect of the working from home situation on their workplace social networks. --- ## From Idea to Action: How to Implement Business Model Innovation - Organization: Radboud University Nijmegen - Date: 2023-03-13 - Tags: Business Model Innovation - Source: https://www.stefanbreet.com/teaching/lectures/2023/03/13/from-idea-to-action-how-to-implement-business-model-innovation/ In the last lecture of our course, we will explore the process of implementing business model innovations. We will discuss different strategy implementation processes and examine how you can assess thefeasibility of potential business model innovations. Finally, we will discuss the characteristics of solid and effective advice. # Learning Goals After attending this lecture, youshould be able to... - Understand how you can assessthe feasibility of potentialbusiness model innovations - Understand the strategy implementation processes and describe the similarities and differences between the structural control, adaptive, and integrated views onstrategy implementation - Identify the key elements of good advice # Required Readings 1. Collis, D. J. (2021). Why do so many strategies fail? Harvard Business Review, 99(4), 82–93.2. 2. Weiser, A.-K., Jarzabkowski, P., & Laamanen, T. (2020). Completing the adaptive turn: An integrative view of strategy implementation. Academy of Management Annals, 14(2), 969–1031. https://doi.org/10.5465/annals.2018.0137 # Complementary Readings - None # The Course This lecture is part of the [Business Model Innovation](/teaching/courses/2022-2023/business-model-innovation/) course at the Radboud University Nijmegen. In an increasingly interconnected world, organizations are confronted with unprecedented levels of turbulence, uncertainty, and complexity. Global trends such as rapid urbanization, climate change, global economic power shifts, digitalization influence the effectiveness and efficiency of existing business models. To ensure future competitive success, organizations must rethink the way they create, deliver, and capture value. This course teaches students how to redesign an organization’s business model and make it future-proof. --- ## Defining the Right Problem: A Critical First Step in the BMI Process - Organization: Radboud University Nijmegen - Date: 2023-02-08 - Tags: Business Model Innovation - Source: https://www.stefanbreet.com/teaching/lectures/2023/02/08/defining-the-right-problem/ The Business Model Innovation process starts when organizational decision-makers identify a problem that should be solved or a valuable opportunity that could be seized. Defining the right problem or opportunity, however, is not always straightforward. In this lecture, you will learn how to specify a problem or opportunity in such a way that it can serve as the starting point of the Business Model Innovation Processes. # Learning Goals After attending this lecture, you should be able to… - Understand the rational approach to problem specification - Describe the difference between systems thinking and reductionist thinking, and explain why they lead to different problem definitions - Distinguish between goal variables, leverage points, and other relevant elements in a business model # Required Readings 1. Reeves, M., Levin, S., Fink, T., & Levina, A. (2020). Taming complexity. Harvard Business Review, 98(1), 112–121. 2. Grewatsch, S., Kennedy, S., & (Tima) Bansal, P. (2021). Tackling wicked problems in strategic management with systems thinking. Strategic Organization, 147612702110386. https://doi.org/10.1177/14761270211038635 3. Walker, W.E. (2000). Policy Analysis: A systematic approach to supporting policymaking in the public sector. Journal of Multi-Criteria Decision Analysis, 9: 11-27. # Complementary Readings 1. Wedell-Wedellsborg, T. (2017). Are you solving the right problems? Harvard Business Review, 95(1), 76–83. # The Course This lecture is part of the [Business Model Innovation](/teaching/courses/2022-2023/business-model-innovation/) course at the Radboud University Nijmegen. In an increasingly interconnected world, organizations are confronted with unprecedented levels of turbulence, uncertainty, and complexity. Global trends such as rapid urbanization, climate change, global economic power shifts, digitalization influence the effectiveness and efficiency of existing business models. To ensure future competitive success, organizations must rethink the way they create, deliver, and capture value. This course teaches students how to redesign an organization’s business model and make it future-proof. --- ## Announcing the Necessary Condition Analysis Summer Course 2023 - Date: 2023-02-07 - Tags: Necessary Condition Analysis - Source: https://www.stefanbreet.com/blog/2023/02/07/announcing-the-necessary-condition-analysis-summer-course-2023/ Over the past years, the Necessary Condition Analysis (NCA) development team has organized workshops, lectures, and short courses to teach researchers and students the NCA methodology. We typically cannot cover everything in those workshops and have to choose between the basics of NCA or more advanced topics. That's why I am excited to announce the [**first one-week summer course on Necessary Condition Analysis (NCA)**](https://www.ru.nl/radboudsummerschool/courses/overview-courses-2023/2023-courses/week-2/rss02-d13-introduction-necessary-condition/). This comprehensive course is designed for researchers and students who are interested in gaining a deeper understanding of Necessary Condition Analysis and its application. Necessary Condition Analysis (NCA) is an approach that allows you to identify necessary conditions for important outcomes In this course, you will learn the fundamentals of Necessary Condition Analysis, including its theoretical logic, practical application, relation to other research methods, and research design. The one-week summer course will take place from 26 June 2023 and 30 June 2023 at the Radboud University in Nijmegen, The Netherlands.  It is part of the  [2nd Summer School in Social Research Methods](https://www.methodsnet.org/events) organized by MethodsNet.  I will teach this course together with [Professor Jan Dul](https://scholar.google.com/citations?user=z52DO7EAAAAJ&hl=en&oi=ao), the founder of the NCA methodology. We will guide you through the Necessary Condition Analysis research step by step, and will provide the knowledge and tools you need to apply the method effectively in your work.  To sign up for the course, simply visit the website of the [Radboud Summer School](https://www.ru.nl/radboudsummerschool/courses/overview-courses-2023/2023-courses/week-2/rss02-d13-introduction-necessary-condition/) and fill out the application form. You can find more detailed information about the course below. If you register before the first of march, the course fee is €895,- for regular applicants, and €580,50 for students and PhDs. If you have any questions about the course, please do not hesitate to contact me. We look forward to seeing you this summer! # Course Description This doctoral course will teach you the fundamentals of Necessary Condition Analysis (NCA) and help you design your first NCA research project. Necessary Condition Analysis is an innovative research method for identifying necessary (but not sufficient) conditions in data sets. Allowing you to separate the “need-to-haves” from the “nice-to-haves”, NCA offers compelling practical advice and novel theoretical insights. The course provides a comprehensive introduction to NCA, including its theoretical logic, practical application, relation to other research methods, and research design. The course is designed for students, researchers, and practitioners who want to understand the fundamentals of NCA and learn how they can effectively use the method in their own research projects. This unique five-day course combines theoretical discussions with practical assignments. You will learn more about conditional logic and how it changes the way we think about causal relationships. We will teach you how to conduct an NCA with the statistical programming language R and RStudio. You will also learn how to identify and formulate necessary condition hypotheses in your own area of expertise. The course will be interactive and developmental in nature. At the end of the course, you will be able to design your own NCA research project. You will earn 2ECTS when you complete the attendance and participations requirements of the course. It will also be possible to obtain 2 additional ECTS. To do so, you need to write a short academic paper that correctly uses NCA, including the theoretical development and empirical testing of necessity hypotheses. # Course Schedule The course is structured as follows: ## Day 1: Introduction to Necessary Condition Analysis On the first day of the course, we will discuss the origins, key concepts, and principles of Necessary Condition Analysis. Using published research and practical examples, we will discuss the relevance Necessary Condition Analysis for causal explanation, problem-solving, and decision-making. You will learn about the purpose of the method and its complementarity to other analytical techniques. ## Day 2: Developing Necessity Theories and Hypotheses The second day of the course will zoom in on the theoretical requirements and implications of Necessary Condition Analysis. We will discuss how necessity logic can strengthen existing theoretical frameworks or lead to new theoretical perspectives. There are several ways in which a Necessary Condition Analysis study can make a valuable theoretical contribution to the literature. You will learn how to recognize these contributions in your work and formulate necessity hypotheses that you can test in your area of research. ## Day 3: Applying Necessary Condition Analysis On the third day of the workshop, we will dive into the technical application of Necessary Condition Analysis. We will start with a step-by-step explanation of the research process, from study design to data analysis. We will discuss the criteria that we use to determine whether a condition is necessary or not. You will participate in hands-on exercises that will help you understand how to apply necessary condition analysis in your work. ## Day 4: Advanced Topics The fourth day of the workshop revolves around various advanced topics. We will discuss various emerging trends and development, including the combination of Necessary Condition Analysis with other methods such as Qualitative Comparative Analysis (QCA) or Partial Least Squares Regression (PLS). ## Day 5: Conclusion Day five of our course is dedicated to your development as a researcher. We will start with a recap of the key concepts and takeaways from the course. You will present the research proposal you developed and will receive feedback from the class and the instructors. We will make sure that you have everything you need to further develop your expertise and write impactful academic papers based on the Necessary Condition Analysis approach. --- ## Creating Value in Business Ecosystems: How to Leverage Non-Generic Complementarities - Organization: Radboud University Nijmegen - Date: 2023-02-06 - Tags: Business Model Innovation, Business Ecosystems - Source: https://www.stefanbreet.com/teaching/lectures/2023/02/06/creating-value-in-business-ecosystems/ The success of organizations increasingly depends on collaborations with other organizations. In this lecture, we will explore the external dependencies of relationships of business models. You will learn about non-generic complementarities and how organizations can leverage them to create and capture value. # Learning Goals After attending this lecture, you should be able to… - Understand what business ecosystems are and know how to describe them - Understand the concept of complementarities and distinguish between generic and non-generic (unique and super modular) complementarities - Identify and describe how combinations of complementarities in production and consumption create ecosystems that are valuable for the organization # Required Readings 1. Jacobides, M. G. (2019). In the ecosystem economy, what’s your strategy? Harvard Business Review, 97(5), 128–137. 2. Jacobides, M. G., Cennamo, C., & Gawer, A. (2018). Towards a theory of ecosystems. Strategic Management Journal, 39(8), 2255–2276. https://doi.org/10/gd845g # Complementary Readings 1. Daymond, J., Knight, E., Rumyantseva, M., & Maguire, S. (2022). Managing ecosystem emergence and evolution: Strategies for ecosystem architects. Strategic Management Journal. https://doi.org/10.1002/smj.3449 2. Stonig, J., Schmid, T., & Müller‐Stewens, G. (2022). From product system to ecosystem: How firms adapt to provide an integrated value proposition. Strategic Management Journal, 43(9), 1927–1957. https://doi.org/10.1002/smj.3390 3. Shipilov, A., & Gawer, A. (2020). Integrating research on interorganizational networks and ecosystems. Academy of Management Annals, 14(1), 92–121. https://doi.org/10/ggbnkn # The Course This lecture is part of the [Business Model Innovation](/teaching/courses/2022-2023/business-model-innovation/) course at the Radboud University Nijmegen. In an increasingly interconnected world, organizations are confronted with unprecedented levels of turbulence, uncertainty, and complexity. Global trends such as rapid urbanization, climate change, global economic power shifts, digitalization influence the effectiveness and efficiency of existing business models. To ensure future competitive success, organizations must rethink the way they create, deliver, and capture value. This course teaches students how to redesign an organization’s business model and make it future-proof. --- ## Trends, Threats, and Grand Challenges: Navigating the Perks and Pitfalls of Societal Change - Organization: Radboud University Nijmegen - Date: 2023-02-01 - Tags: Business Model Innovation, Strategic Change, Grand Challenges, Trends - Source: https://www.stefanbreet.com/teaching/lectures/2023/02/01/trends-threats-grand-challenges-navigating-the-perks-and-pitfalls-of-societal-change/ Business Model Innovation often happens in response to external opportunities or threats. In this lecture, we will zoom in on the environmental context that shapes strategic action. We will discuss megatrends and grand challenges, and the opportunities they offer for Business Model Innovation. # Learning Goals After attending this lecture, you should be able to… - Identify megatrends and grand challenges relevant for business model innovation - Compare trends and challenges and describe their opportunities and threats - Understand the role of organizations in relation to grand challenges and trends # Required Readings 1. Snihur, Y., & Bocken, N. (2022). A call for action: The impact of business model innovation on business ecosystems, society and planet. Long Range Planning, 102182. https://doi.org/10/gn8dp3 2. Jacobides, M. G., & Reeves, M. (2020). Adapt your business to the new reality. Harvard Business Review, 98(5), 74–81. 3. Cramer T., P. van der Duin & C. Heselmans (2016) Trend Analysis, In: P. van der Duin (ed) Foresight in Organizations - Methods and Tools: 40-58 https://doi.org/10.4324/9781315728513 # Complementary Readings 1. George, G., Howard-Grenville, J., Joshi, A., & Tihanyi, L. (2016). Understanding and tackling societal grand challenges through management research. Academy of Management Journal, 59(6), 1880–1895. https://doi.org/10.5465/amj.2016.4007 # The Course This lecture is part of the [Business Model Innovation](/teaching/courses/2022-2023/business-model-innovation/) course at the Radboud University Nijmegen. In an increasingly interconnected world, organizations are confronted with unprecedented levels of turbulence, uncertainty, and complexity. Global trends such as rapid urbanization, climate change, global economic power shifts, digitalization influence the effectiveness and efficiency of existing business models. To ensure future competitive success, organizations must rethink the way they create, deliver, and capture value. This course teaches students how to redesign an organization’s business model and make it future-proof. --- ## Introduction to Business Model Innovation - Organization: Radboud University Nijmegen - Date: 2023-01-30 - Tags: Business Model Innovation, Strategic Change - Source: https://www.stefanbreet.com/teaching/lectures/2023/01/30/introduction-to-business-model-innovation/ This lecture introduces the history and theoretical foundations of business model innovation. We will discuss different typologies that are commonly used to describe business models and apply them to different organizations to see how they work. # Learning Goals After attending this lecture, you should be able to… - Understand what business model innovation is and why it differs from other types of innovation - Understand the popular business model typologies, identify their strength and weaknesses, and know how to apply them to describe the business models of organizations - Understand the history of business model research and identify interesting avenues for future research # Required Readings 1. Casadesus-Masanell, R., & Ricart, J. E. (2011). How to design a winning business model. Harvard Business Review, 89(1/2), 100–107. 2. Foss, N. J., & Saebi, T. (2017). Fifteen years of research on business model innovation: How far have we come, and where should we go? Journal of Management, 43(1), 200–227. https://doi.org/10.1177/0149206316675927 # Complementary Readings 1. Leppänen, P., George, G., & Alexy, O. (2021). When do novel business models lead to high firm performance? A configurational approach to value drivers, competitive strategy, and firm environment. Academy of Management Journal. https://doi.org/10/gnx7xx 2. Massa, L., Tucci, C. L., & Afuah, A. (2017). A critical assessment of business model research. Academy of Management Annals, 11(1), 73–104. https://doi.org/10.5465/annals.2014.0072 3. Gassmann, O., Frankenberger, K., & Choudury, M. (2020). The business model navigator (2nd ed., p. 426). Pearson Education Limited. 4. Canvas. (n.d.). Strategyzer. Retrieved January 24, 2023, from https://www.strategyzer.com/canvas # The Course This lecture is part of the [Business Model Innovation](/teaching/courses/2022-2023/business-model-innovation/) course at the Radboud University Nijmegen. In an increasingly interconnected world, organizations are confronted with unprecedented levels of turbulence, uncertainty, and complexity. Global trends such as rapid urbanization, climate change, global economic power shifts, digitalization influence the effectiveness and efficiency of existing business models. To ensure future competitive success, organizations must rethink the way they create, deliver, and capture value. This course teaches students how to redesign an organization’s business model and make it future-proof. --- ## Business Model Innovation - Organization: Radboud University Nijmegen - Date: 2023-01-30 - Tags: Business Model Innovation, Scenario Planning, Strategic Management, Strategic Renewal, Business Models - Source: https://www.stefanbreet.com/teaching/courses/2022-2023/business-model-innovation/ # Course Description This course will teach you how to redesign an organization’s business model and make it future-proof for the long term. In an increasingly interconnected world, organizations are confronted with unprecedented levels of turbulence, uncertainty, and complexity. Global trends such as rapid urbanization, climate change, global economic power shifts, digitalization influence the effectiveness and efficiency of existing business models. To ensure future competitive success, organizations must rethink the way they create, deliver, and capture value. In this course, you will learn how to design a future-proof business model in three steps. - **Analyze**. First, you will learn to describe the current business model of an existing organization and put it into context. You will draw a causal loop diagram that shows how different business model elements are causally interrelated. You will use these insights to identify potentially viable business model adaptations. - **Anticipate**. In the next phase of the course, you will learn how managers can make decisions when they are confronted with various uncertainties about the future. You will develop different scenarios to understand how potential internal and external developments impact the organization. - **Advise**. Finally, you will learn how to use your analysis and anticipation skills to give advice to organizations about business model innovation. You will use wind tunneling techniques to identify robust business model adaptations that are most likely to create, deliver, or capture value in the future. # Learning Goals After this course, students will be able to… - Understand the concept of business model innovation in public and private organizations - Describe the organization’s ecosystem and identify existing and potential complementarities - Represent a business model with a causal loop diagram describing the causal interrelationships between internal and external factors - Distinguish between relevant and irrelevant forces for scenarios - Create scenarios and describe possible futures - Propose business model changes and analyze their potential impact - Apply wind tunneling techniques to test the robustness of potential business model changes - Identify robust business model changes that are most likely to create, deliver, or capture value in the future and defend your choice with solid argumentation - Write a well-structured report to an organization’s management team with convincing argumentation for a new, future-proof business model # Course Schedule ## Part 1: Introduction - [**Introduction to Business Model Innovation**](/teaching/lectures/2023/01/30/introduction-to-business-model-innovation/)
Lecturer(s): Stefan Breet - [**Trends, Threats, and Grand Challenges: Navigating the Perks and Pitfalls of Societal Change**](/teaching/lectures/2023/02/01/trends-threats-grand-challenges-navigating-the-perks-and-pitfalls-of-societal-change/)
Lecturer(s): Stefan Breet ## Part 2: Analyze - [**Creating Value in Business Ecosystems: How to Leverage Non-Generic Complementarities**](/teaching/lectures/2023/02/06/creating-value-in-business-ecosystems/)
Lecturer(s): Stefan Breet - [**Defining the Right Problem: A Critical First Step in the BMI Process**](https://www.stefanbreet.com/teaching/lectures/2023/02/08/defining-the-right-problem/)
Lecturer(s): Stefan Breet & Vincent Marchau - **Using Causal Loop Diagrams to Capture Dynamic Relationships between Business Models Elements**
Lecturer(s): Merel van der Wal - **Application of Causal Loop Diagrams (CLDs)**
Lecturer(s): Merel van der Wal ## Part 3: Anticipate - **The Future as your Guide: Decision-Making Under Uncertainty**
Lecturer(s): Vincent Marchau - **Navigating Uncertainty: The Power of Scenario Development**
Lecturer(s): Vincent Marchau - **Scenario Tutorial 01: Scenario Development**
Lecturer(s): Merel van der Wal & Vincent Marchau - **Scenario Tutorial 02: Wind-Tunneling**
Lecturer(s): Merel van der Wal & Vincent Marchau ## Part 4: Advise - [**From Idea to Action: How to Implement Business Model Innovation**](/teaching/lectures/2023/03/13/from-idea-to-action-how-to-implement-business-model-innovation/)
Lecturer(s): Stefan Breet - **Consulting Hour**
Lecturer(s): Stefan Breet, Merel van der Wal, and Vincent Marchau --- ## Master Thesis in Business Administration - Organization: Radboud University Nijmegen - Date: 2023-01-01 - Tags: Corporate Entrepreneurship, Intrapreneurship, Social Networks, Social Capital, Business Model Innovation - Source: https://www.stefanbreet.com/teaching/courses/2022-2023/master-thesis-in-business-administration/ The idea that established firms can defend a unique competitive position for a long period of time is no longer a given. This is especially true for industries in which start-ups enthusiastically challenge the status quo by doing things better, faster, and cheaper. In the face of disruptive circumstances—such as digital competition or the current COVID-19 crisis—established firms must reinvent themselves to survive. Corporate Entrepreneurship (CE)—which is the ability of organizations to simultaneously engage in opportunity-seeking (entrepreneurship) and advantage-seeking (strategic management) activities—can provide the key to survival. Striking the balance between entrepreneurship and strategic management, however, is a paradoxical challenge: entrepreneurship is about exploring new opportunities that will help the organization to meet future demands, while strategic management is about exploiting existing capabilities that are successful now. When you chose this thesis theme, you will investigate how organizations can manage the Corporate Entrepreneurship process and potentially reconcile the conflicting nature of opportunity- and advantage-seeking activities. There are three subtopics you can choose from: - Strategic Networking - Social Capital & Intrapreneurship - A Network Perspective on Business Model Innovation I am looking for students interested in conducting quantitative research. # Topic 1: Strategic Networking Social relationships play an important role in the identification of new opportunities that are potentially valuable for the organization or its employees. Developing and maintaining a network of internal and external contacts is, therefore, essential for managers and employees wanting to contribute to strategic renewal and organizational change. Recent changes in the macroeconomic environment—such as the shift to working from home or the availability of software like Zoom, Slack, and Microsoft Teams—have positive and negative effects on people’s ability to network with others and identify valuable opportunities. If you pick this subtopic, you will develop a contemporary and strategic perspective on networking behavior. This perspective will provide a clear overview of the costs and benefits of networking, and show how it can help executives, managers, and employees to achieve their goals. Potential research questions are: - How can we better measure networking behavior and its outcomes? - What is the impact of Working from Home (WFH) on networking behavior? - Which interventions can help employees to improve their networking success? - Does gender play a role in the way people network? # Topic 2: Social Capital & Entrepreneurial Behavior Companies increasingly recognize the importance of bottom-up innovation and experiment with different organizational forms that stimulate employees to behave entrepreneurially and come up with novel ideas. While past models of entrepreneurial behavior have focused on individual attributes (such as personal skills and experience) or the organizational context (such as management support or performance management), scholars increasingly recognize the importance of the relationships that tie employees together: their social network. Research indeed shows that social capital—the value that people get from their relationships—strongly influence the generation and the implementation of ideas (Baer et al., 2015; Burt, 2005). If you choose this subtopic, you will investigate how social capital affects the ability of employees to identify, exploit, and implement entrepreneurial opportunities. In doing so, you will develop a fine-grained understanding of social capital and intrapreneurship, which are important elements of entrepreneurial strategies (Hitt, Ireland, Sirmon, & Trahms, 2011; Ireland, Hitt, & Sirmon, 2003). Potential research questions are: - What is the impact of the COVID-19 crisis on the way employees interact with each other? How does working remotely influence entrepreneurial behavior? - How do different types of social capital stimulate or hinder intrapreneurial behavior? - What are the personality characteristics (human capital) that allow people to leverage their relationships (social capital) to seize entrepreneurial opportunities? - What is the role of top managers in stimulating intrapreneurial behavior? - What types of social capital are necessary for the generation and implementation of ideas? How should managers change the structure of intra-organizational networks? # Topic 3: A Network Perspective on Business Model Innovation A business model describes how organizations create, deliver, and capture value. When the environment changes—for example, when a start-up has found a cheaper way to provide a product or service—existing business models might no longer be adequate. Consequently, organizations need to be able to adapt their business models to ensure their long-term viability. Prior research has taught us much about business model innovation, but the role of an organization’s social context has been underexposed. If you choose this subtopic, you will investigate how the social context of an organization influences business model innovation. Depending on the quality of your thesis proposal, it will be possible to conduct your research at the municipality of Amsterdam in collaboration with thesis students supervised by Sjors Witjes and Mirjam Goudsmit. Potential research questions are: - Who are the people in the organization that influence the creation or adaptation of the organization’s business model? - Which people need to be involved at different stages of the business model innovation process? - How does the social context affect the type of business model innovation? - Which characteristics of an organization’s social context are essential for business model innovation success? Which characteristics are bottlenecks? # Aim of the Master Thesis Trajectory The aim of the master thesis trajectory is that students develop and demonstrate their ability to conduct a well-substantiated piece of academic research about a scientifically relevant topic in business administration in an independent manner. The students do this by showing that they are capable of writing a scientific report (the master thesis), presenting it in a comprehensive manner, and defending the thesis in front of experts in the field (Master Thesis Handbook, Nijmegen School of Management 2021-2022). --- ## NCA Paper Development Workshop 2022 - Role: Presenter - Organization: NCA Development Team - Date: 2022-10-13 - Tags: Necessary Condition Analysis - Source: https://www.stefanbreet.com/service/workshops/2022/10/13/necessary-condition-analysis-nca-paper-development-workshop/ The NCA Development team is organizing the 2nd Annual Paper Development Workshop in October this year. The goal of the annual Necessary Condition Analysis (NCA) Paper Development Workshop is to help scholars who use NCA in their research to write a convincing paper that makes a valuable contribution to the literature. The paper development workshop is one of the many events organized by the NCA Development Team. If you are looking for a more hands-on workshop or webinar on the application of NCA, please have a look at our [Events and Training](https://www.erim.eur.nl/necessary-condition-analysis/events-and-training/) page. ## Workshop Goals The goal of the annual Necessary Condition Analysis (NCA) Paper Development Workshop is to help scholars who use NCA in their research to write a convincing paper that makes a valuable contribution to the literature. ## What type of paper do I need to submit? We invite submissions of manuscripts that use NCA as the main logic and data analysis approach or combine NCA with other methods. These other methods include regression-based methods—such as OLS regression, Multiple Linear Regression, Structural Equation Modeling (SEM) or Partial Least Squares (PLS-SEM)—or set theoretic methods like Qualitative Comparative Analysis (QCA). Furthermore, it is possible that you use NCA in a more qualitative or exploratory research context, although the training will focus on quantitative research. ## What type of support will I receive? You will get support on: - How to formulate your necessity theory and hypotheses - How to use NCA to analyze your data - How to interpret NCA results - How to discuss your results You will get feedback on your work from fellow researchers and members of the NCA development team. ## What will the workshop look like? The workshop will take place online on Thursday, October 13. The exact time of the workshop will depend on the time zones of the participants and will be communicated later. During the three-hour workshop there will be in-depth discussions about NCA and how to apply NCA to your theory, your data, and your data analysis. The discussions are in small groups of researchers with similar interests, guided by an NCA expert from the NCA Development team. ## Who can participate? We invite researchers from any discipline in the social, technical, (bio)medical sciences and humanities to apply for the workshop. We assume that you are familiar with NCA, and that you have a dataset that contains one or more potential necessary conditions. Previous attendance of another NCA event—such as the NCA summer course or an NCA conference workshop—will help you make the most out of this workshop. To ensure high-quality interactions, the maximum number of participants is 12. We will select candidates based on the quality of the abstract, their knowledge of NCA, and their motivation for attending the workshop. ## What are the costs of the workshop? The workshop is free of charge. ## How can I apply? You can apply by uploading an extended abstract and filling out the online application form by following this link by **Friday, August 26, 2022**. You will be notified of our decision no later than **Friday, September 2, 2022**. **Applications are now closed**. ## Where can I find more information? If you have any further questions, please contact us by sending an email to Stefan Breet (stefan.breet@ru.nl). For more information about NCA, visit [erim.nl/nca](https://www.erim.eur.nl/necessary-condition-analysis/). --- ## Corporate Entrepreneurship - Organization: Radboud University Nijmegen - Date: 2022-10-03 - Tags: Corporate Entrepreneurship, Innovation Management - Source: https://www.stefanbreet.com/teaching/lectures/2022/10/03/corporate-entrepreneurship/ The innovation management process consists of three phases: idea development, idea selection, and idea implementation. Organizations develop routines and standard operating procedures to manage their innovation processes. Succesfull routines are maintained and reinforced, while unsuccesfull ones are altered or discarded. When circumstances change, however, routines that were succesfull in the past may no longer suffice. For example, while Ferrari has a long history building cars with combustion engines, it recently announced that its strategy will revolve around electric engines. Since both type of engines have different mechanical characteristics, Ferrari's mechanics need to develop new knowledge, skills, and routines. The idea that organizations need to be able to adapt to changing circumstances # Corporate Entrepreneurship # The Corporate Entrepreneurship Process # Literature - Garvin, D. A., & Levesque, L. C. (2006). [Meeting the challenge of corporate entrepreneurship](https://hbr.org/2006/10/meeting-the-challenge-of-corporate-entrepreneurship). Harvard Business Review, 84(10), 102–112. - Kuratko, D. F., & Covin, J. G. (2021). [Corporate entrepreneurship: A research perspective](https://doi.org/10.1093/acrefore/9780190224851.013.311). Oxford Research Encyclopedia of Business and Management. # The Course This lecture is part of the course [Innovation & Entrepreneurship in Context](/teaching/courses/2022-2023/innovation-and-entrepreneurship-in-context/) at the Radboud University Nijmegen. The course is compulsory for students of the Master of Science (MSc) specialization in Innovation and Entrepreneurship. The course has three lecturers: Caroline Essers, Yvonne van Rossenberg, and me. I gave five lectures on innovation management: - [Introduction to Innovation Management](/teaching/lectures/2022/09/22/introduction-to-innovation-management/) - [Idea Development and Relational Analytics](/teaching/lectures/2022/09/26/idea-development-and-relational-analytics/) - [Idea Selection and Portfolio Management](/teaching/lectures/2022/09/28/idea-selection-and-portfolio-management/) - [Idea Implementation and Organizing for Innovation](/teaching/lectures/2022/09/29/idea-implementation-and-organizing-for-innovation/) - [Corporate Entrepreneurship](/teaching/lectures/2022/10/03/corporate-entrepreneurship/) --- ## Idea Implementation and Organizing for Innovation - Organization: Radboud University Nijmegen - Date: 2022-09-29 - Tags: Innovation, Innovation Management, Idea Implementation - Source: https://www.stefanbreet.com/teaching/lectures/2022/09/29/idea-implementation-and-organizing-for-innovation/ The third and final phase of the innovation process is the **idea implementation** phase. After an idea has been selected, a project team needs to convert it into a marketable product, service, or business model. In this lecture, we discussed how organizations can effectively manage implementation projects. # Idea Implementation Teams can use several techniques to manage the implementation of new ideas: sequential, parallel, and iterative models. ## Sequential Models A **sequential model**—such as the [stage-gate](https://en.wikipedia.org/wiki/Phase-gate_process) or [waterfall model](https://en.wikipedia.org/wiki/Waterfall_model)—consist of non-overlapping steps. The output of the first step serves as the input for the next. Sequential models are well-structured and have clear deliverables for every step. They also reflect a transparent decision-making process, making it easy to make decisions about the project. However, sequential models are inflexible and there is little room for spontaneous action. They can also lead to high levels of bureaucracy, since the outcome of each step has to be evaluated and approved. ## Parallel Models A **parallel model** consists of partially overlapping steps. The input of the first step still serves as the input for the next, but employees working on the second step do not have to wait until the first step has been completed. Parallel models are faster than sequential models because the different steps do not have to wait for each other. Employees working on a certain step get early feedback from their colleagues working on the next step. However, the parallel model requires a lot of communication and can cause significant design changes and reworking. ## Iterative Models An **iterative model** is characterized by cycles in which the project team quickly repeats the same sequences of steps. The output of the first step serves as the input for the next step, but the steps are completed quickly such that an optimal outcome can be reached. Iterative models allow project teams to quickly reduce uncertainty at the beginning of the process. However, they are highly unstructured and untransparant, making it difficult for senior management to see what's going on. [Agile software development](https://en.wikipedia.org/wiki/Agile_software_development) is an example of an iterative approach to idea implementation. # Organizing for Innovation While the project management techniques can be used to structure idea implementation projects, the organization also needs to motivate their employees to contribute to the innovation process. Start-ups are entrepreneurial by nature, but large or old organizations often lose their entrepreneurial spirit. In a [Harvard Business Review article](https://hbr.org/2019/03/the-innovation-equation), Safi Bahcall argues that managers can avoid a shift to incremental innovation by deliberately using several structural levers that motivate employees to invest time in their innovation projects. These levers include financial compensation, salary growth, and managerial span of control. We also discussed the alignment between the creative contributions of leaders and followers. Using the [Academy of Management Annals article](http://journals.aom.org/doi/10.5465/19416520.2015.1024502) written by Charalampos Mainemelis, Ronit Kark, and Olga Epitropaki, we identified three different types of creative leadership: directing, integrating, and facilitating. # ING Case In the second half of the lecture, we examined how the bank ING changed their approach to idea implementation. After reading the case "[Building an agile organisation at ING Bank Netherlands: from Tango to RIO](https://hbsp.harvard.edu/product/LBS160-PDF-ENG)", students had to identify the advantages and disadvantages of the agile approach to project management. # Literature - Bahcall, S. (2019). The innovation equation. Harvard Business Review, March-April, 74–81. - Mainemelis, C., Kark, R., & Epitropaki, O. (2015). Creative leadership: A multi-context conceptualization. Academy of Management Annals, 9(1), 393–482. # The Course This lecture is part of the course [Innovation & Entrepreneurship in Context](/teaching/courses/2022-2023/innovation-and-entrepreneurship-in-context/) at the Radboud University Nijmegen. The course is compulsory for students of the Master of Science (MSc) specialization in Innovation and Entrepreneurship. The course has three lecturers: Caroline Essers, Yvonne van Rossenberg, and me. I gave five lectures on innovation management: - [Introduction to Innovation Management](/teaching/lectures/2022/09/22/introduction-to-innovation-management/) - [Idea Development and Relational Analytics](/teaching/lectures/2022/09/26/idea-development-and-relational-analytics/) - [Idea Selection and Portfolio Management](/teaching/lectures/2022/09/28/idea-selection-and-portfolio-management/) - [Idea Implementation and Organizing for Innovation](/teaching/lectures/2022/09/29/idea-implementation-and-organizing-for-innovation/) - [Corporate Entrepreneurship](/teaching/lectures/2022/10/03/corporate-entrepreneurship/) --- ## Innovation Management: Idea Selection and Portfolio Management _A lecture on innovation management, focusing on idea selection and portfolio management._ - Organization: Radboud University Nijmegen - Date: 2022-09-28 - Tags: Innovation, Innovation Management, Idea Selection, Portfolio Management - Source: https://www.stefanbreet.com/teaching/lectures/2022/09/28/idea-selection-and-portfolio-management/ The second phase of the innovation process is the **idea selection** phase. Not all the creative ideas of employees are valuable for the organization. Some ideas may not be financially feasible, while others fall outside the organization's competitive scope. The goal of the idea selection phase is to select promising ideas that can be futher developed into a novel product or service. Organizations can manage the idea selection phase by developing a portfolio of different projects. Portfolio management is a resource allocation problem: assigning a fixed amount of resources—like money and production capacity—to a limited amount of projects. A succesfull portfolio management strategy spreads risks, targets different time horizons, and makes sure that projects are not duplicated. # Guest Lecture by Ekaterina Sabelnikova (Philips) So how can organizations select and prioritize the right projects? [Ekaterina Sabelnikova](https://www.linkedin.com/in/sabelnikova/) gave a guest lecture and discussed the prioritization methods that Philips uses to select projects. # Literature - Kester, L., Griffin, A., Hultink, E. J., & Lauche, K. (2011). Exploring portfolio decision-making processes. Journal of Product Innovation Management. https://doi.org/10/d4dpmt - Nagji, B., & Tuff, G. (2012). Managing your innovation portfolio. Harvard Business Review, May, 67–74. https://hbr.org/2012/05/managing-your-innovation-portfolio # The Course This lecture is part of the course [Innovation & Entrepreneurship in Context](/teaching/courses/2022-2023/innovation-and-entrepreneurship-in-context/) at the Radboud University Nijmegen. The course is compulsory for students of the Master of Science (MSc) specialization in Innovation and Entrepreneurship. The course has three lecturers: Caroline Essers, Yvonne van Rossenberg, and me. I gave five lectures on innovation management: - [Introduction to Innovation Management](/teaching/lectures/2022/09/22/introduction-to-innovation-management/) - [Idea Development and Relational Analytics](/teaching/lectures/2022/09/26/idea-development-and-relational-analytics/) - [Idea Selection and Portfolio Management](/teaching/lectures/2022/09/28/idea-selection-and-portfolio-management/) - [Idea Implementation and Organizing for Innovation](/teaching/lectures/2022/09/29/idea-implementation-and-organizing-for-innovation/) - [Corporate Entrepreneurship](/teaching/lectures/2022/10/03/corporate-entrepreneurship/) --- ## Innovation Management: Idea Development and Relational Analytics - Organization: Radboud University Nijmegen - Date: 2022-09-26 - Tags: Innovation, Innovation Management, Idea Development, Social Networks, Social Network Analysis, Social Capital - Source: https://www.stefanbreet.com/teaching/lectures/2022/09/26/idea-development-and-relational-analytics/ The first phase of the innovation process is the **idea development** phase. This phase relies on the creativity of employees. Novel ideas and new solutions are often discovered by employees who think about ways in which they can do their job more efficiently or effectively. In most organizations, employees need their colleagues to further develop their ideas. Someone can come up with a new solution for a problem, only to find out that her colleagues do not want to support it. It can also happen that someone has an initial thought and uses his colleagues as a sounding board to further develop it. In this lecture, we are going to explore the social side of the idea development phase. We will discuss the journey of an idea from its conception to its implementation using the article of [Perry-Smith and Mannucci](https://doi.org/10.5465/amr.2014.0462) (2017). They identify four different phases that have their own needs and outcomes: idea generation, elaboration, championing, and implementation. Each of the four phases of the idea journey are influenced by the workplace relationships that employees develop and maintain. To understand how and why these relationships influence the idea journey, we will discuss the advantages of a social network lense. A social network lense views an organization as consisting of employees, their characteristics, and their relationships. There are two types of structural positions in the intra-organizational social network that offer advantages and disadvantages when it comes to the generation of novel ideas. Bridging social capital—connecting otherwise unconnected colleagues—stimulates the generation of novel ideas because it provides access to nonredundant information. Bonding social capital-connecting colleagues that are directly connected to each other—suppresses the generation of novel ideas because of its lack of nonredundant information. Finally, we will discuss how social network analysis can be a valuable human resource management tool. Using the article of [Leonardi and Contractor]( https://hbr.org/2018/11/better-people-analytics) (2018), we will identify several network signatures that typically exist in an organization. # Literature - Leonardi, P., & Contractor, N. (2018). Better people analytics. Harvard Business Review, 70–81. https://hbr.org/2018/11/better-people-analytics - Perry-Smith, J. E., & Mannucci, P. V. (2017). From creativity to innovation: The social network drivers of the four phases of the idea journey. Academy of Management Review, 42(1), 53–79. https://doi.org/10.5465/amr.2014.0462 # The Course This lecture is part of the course [Innovation & Entrepreneurship in Context](/teaching/courses/2022-2023/innovation-and-entrepreneurship-in-context/) at the Radboud University Nijmegen. The course is compulsory for students of the Master of Science (MSc) specialization in Innovation and Entrepreneurship. The course has three lecturers: Caroline Essers, Yvonne van Rossenberg, and me. I gave five lectures on innovation management: - [Introduction to Innovation Management](/teaching/lectures/2022/09/22/introduction-to-innovation-management/) - [Idea Development and Relational Analytics](/teaching/lectures/2022/09/26/idea-development-and-relational-analytics/) - [Idea Selection and Portfolio Management](/teaching/lectures/2022/09/28/idea-selection-and-portfolio-management/) - [Idea Implementation and Organizing for Innovation](/teaching/lectures/2022/09/29/idea-implementation-and-organizing-for-innovation/) - [Corporate Entrepreneurship](/teaching/lectures/2022/10/03/corporate-entrepreneurship/) --- ## Introduction to Innovation Management - Organization: Radboud University Nijmegen - Date: 2022-09-22 - Tags: Innovation Management, Innovation - Source: https://www.stefanbreet.com/teaching/lectures/2022/09/22/introduction-to-innovation-management/ # Required Readings - Anderson, N., Potočnik, K., & Zhou, J. (2014). Innovation and creativity in organizations: A state-of-the-science review, prospective commentary, and guiding framework. Journal of Management, 40(5), 1297-1333. - Garud, R., Tuertscher, P., & Van de Ven, A. H. (2013). Perspectives on Innovation Processes. Academy of Management Annals, 7(1), 775–819. # The Course This lecture is part of the course [Innovation & Entrepreneurship in Context](/teaching/courses/2022-2023/innovation-and-entrepreneurship-in-context/) at the Radboud University Nijmegen. The course is compulsory for students of the Master of Science (MSc) specialization in Innovation and Entrepreneurship. The course has three lecturers: Caroline Essers, Yvonne van Rossenberg, and me. I gave five lectures on innovation management: - [Introduction to Innovation Management](/teaching/lectures/2022/09/22/introduction-to-innovation-management/) - [Idea Development and Relational Analytics](/teaching/lectures/2022/09/26/idea-development-and-relational-analytics/) - [Idea Selection and Portfolio Management](/teaching/lectures/2022/09/28/idea-selection-and-portfolio-management/) - [Idea Implementation and Organizing for Innovation](/teaching/lectures/2022/09/29/idea-implementation-and-organizing-for-innovation/) - [Corporate Entrepreneurship](/teaching/lectures/2022/10/03/corporate-entrepreneurship/) --- ## Does it matter who learns? A social network model of team exploratory and exploitative learning - Role: Presenter - Event: Strategic Management Society Annual Meeting - Organization: Strategic Management Society - Date: 2022-09-20 - Tags: Team Learning, Social Network Analysis, Exploratory Learning, Exploitative Learning - Source: https://www.stefanbreet.com/research/talks/2022/09/20/does-it-matter-who-learns-a-social-network-model-of-team-exploratory-and-exploitative-learning/ # Session Details The presentation will be part of Session 2295 Interpersonal and Interfirm Ties in Science and Innovation, organized by the Knowledge and Innovation Interest Group. The session is chaired by [Andy Wu](https://scholar.google.com/citations?user=zGKEa7QAAAAJ&hl=en). It consists of four presentations about social networks and organizations ## Does it matter who learns? A social network model of team exploratory and exploitative learning **Authors**: Raphael Boemelburg (University of St. Gallen) & Stefan Breet (Radboud University Nijmegen) **Abstract**. Exploratory and exploitative learning are both necessary for the long-term viability of organizations. Recognizing that teams are the fundamental unit in which organizational learning takes place, scholars have started to examine how team learning emerges from the learning activities of individual team members. Drawing upon the organizational learning and social network literatures, we advance this line of research and argue that team exploratory and exploitative learning emerge in different ways depending on the social structure of the team. Using multi-source data on the learning activities of 51 teams representing 224 and a social network analysis of eight weeks of email communication between team members, we show that team exploratory learning is governed by an aggregation model in which more central team members have a bigger influence. Team exploitative learning, in contrast, is best explained by a simple additive composition model in which every team member is equally influential ## Managerial Ties, Communities of Practice and Business Model Innovation **Authors**: Tommy Clausen & Lars Molden (Nord University) **Abstract**: Scholars and practitioners argue that firms can embark on new growth trajectories through business model innovation (BMI). There is, however, scarce insights into BMI and it’s driving forces among new and smaller ventures, which limits our insight into how BMI can help such ventures to grow beyond a small scale. Responding to this gap, we develop a conceptual model proposing that managerial ties enable BMI through the interplay with external communities of practice (CoP). Analysis of survey data using incubators and ecosystems as relevant settings provide empirical support for the model. Overall, the paper clarifies the theoretical relationship between managerial ties, CoPs and BMI. It also illuminates how the external environment can enable BMI and conceptualize the role of incubators and ecosystems. ## Recombinant Search at Temporary Gatherings **Authors**: David Clough (University of British Columbia), Tommy Pan Fang (Rice University), & Andy Wu (Harvard University) **Abstract**: Temporary gatherings—such as conferences, trade shows, and festivals—create a forum where strangers meet one another, thereby helping people establish new social connections. The infusion of new social ties may permit knowledge transfers that facilitate recombinant search. However, knowledge transfer is not assured: ties newly formed at a temporary gathering may have low information carrying capacity. In this research project, we examine under what conditions temporary gatherings catalyze the creation of novel combinations. We study a large sample of novel technological combinations created at software development hackathons. We find that both the software developers’ prior knowledge and several attributes of hackathon context strongly influence the rate and direction of inventive activity at a hackathon. ## Knowledge Spillback in Alliances **Authors**: Jens-Christian Friedmann (Bocconi University) **Abstract**: Research on alliances suggests that exposing knowledge to partners restricts firms’ value appropriation from that knowledge. This study examines the possibility that knowledge spillover to partners instead provides opportunities for firms to learn from partners’ inventions that build upon the spilled knowledge, thus enabling firms to regain value that would otherwise be lost. This is termed “knowledge spillback.” Analyses of alliances in the electronics and machinery industries show that knowledge spillover to a partner induces subsequent knowledge spillback, yet spillback diminishes as spillover intensifies. Analyses of contingencies reveal that knowledge spillovers encourage knowledge spillback especially if partners combine firms’ spilled knowledge in novel and non-redundant ways. Indeed, knowledge spillback from partners increases the value of firms’ inventions, thus contributing to firms' value gain from alliances. --- ## Contact - Date: 2022-09-15 - Source: https://www.stefanbreet.com/contact/ Feel free to reach out for academic collaboration, questions about my research or teaching, speaking invitations, or anything else. I will do my best to respond promptly. --- ## Understanding the Perks and Pitfalls of Cross-legacy Boundary Spanning - Authors: Stefan Breet, and Lotte Glaser - Published in: Advances in Mergers and Acquisitions - Type: Book Chapter - DOI: https://doi.org/10.1108/S1479-361X20220000021001 - Date: 2022-09-14 - Tags: Mergers & Acquisitions, Social Networks, Boundary Spanning, Organizational Identification, Political Skill, Post-Merger Integration - Source: https://www.stefanbreet.com/research/publications/2022/09/14/understanding-the-perks-and-pitfalls-of-cross-legacy-boundary-spanning/ ### Abstract Scholars typically view cross-legacy boundary spanners – employees who develop and maintain social relationships with coworkers from both legacy organizations – as the key integrators in mergers and acquisitions (M&As). Organizations even formally appoint employees with cross-legacy responsibilities to support the post-merger integration process. Recent research has started to emphasize, however, how difficult it can be to reap the benefits of a boundary-spanning position. Building and maintaining formal or informal boundary-spanning ties is costly because it requires time, attention, and political savviness. To better understand the perks and pitfalls of cross-legacy boundary-spanning, the authors identify and describe its structural and sociocultural dimensions and explain how they influence cross-legacy boundaryspanning in M&A contexts. The authors argue that the two dimensions can be seen as boundary conditions to the positive relationship between cross-legacy boundary-spanning and post-merger integration. This chapter highlights the potential dark side of cross-legacy boundary spanning and proposes a multidimensional model to explain how cross-legacy boundary spanners can avoid the pitfalls and promote the perks of their position in support of successful post-merger integration. The integration of two merging companies remains a tough challenge. Employees who develop social relationships with coworkers from both organizations (we call them boundary spanners) are typically seen as key integrators supporting the post-merger integration process. However, building and maintaining relationships with people from different organizations requires time, dedication, and effort.  To better understand the perks and pitfalls of cross-legacy boundary spanning, we wrote a book chapter that identifies and describes the structural and sociocultural dimensions of boundary spanning. We also explain how these dimensions influence the success of the post-merger integration process. --- ## Internship Business Administration _In this course, students learn how to apply their knowledge about business administration in practice._ - Organization: Radboud University Nijmegen - Date: 2022-09-05 - Tags: Business Administration - Source: https://www.stefanbreet.com/teaching/courses/2022-2023/internship-business-administration/ Students of the Bachelor of Science (BSc) in Business Administration at the Radboud University Nijmegen have the opportunity to do an internship at an organization. The goal of the internship is to give students practical experience and let them apply the knowledge they gained during their coursework. A key learning objective of the internship is the systematic analysis of a problem, using scientific knowledge and techniques. In addition, the internship should contain the following elements: - **Application of Scientific Knowledge**. The student identifies and diagnoses a problem, and designs possible solutions and/or interventions. - **Application of Methodological Skills**. The student uses scientific techniques to gather relevant data and analyse a problem. - **Development of Social and Communicative Skills**: The student learns how to act as a professional in an organization. --- ## Innovation and Entrepreneurship in Context - Organization: Radboud University Nijmegen - Date: 2022-09-05 - Tags: Innovation, Innovation Management, Entrepreneurship, Corporate Entrepreneurship - Source: https://www.stefanbreet.com/teaching/courses/2022-2023/innovation-and-entrepreneurship-in-context/ # Course Description In this course, students learn about the roles of innovation and entrepreneurial behavior in the creation of new businesses, and in the further development of existing companies. They study the relevant actors and processes, with a focus on the role of different contexts and their effect on innovative behavior. They identify the most important stakeholders, networks, and opportunity structures that influence the success and failure of entrepreneurship. # Learning Goals By the end of the course students will be able to: - Understand innovation and entrepreneurial processes in their context - Recognize the most important internal and external aspects of entrepreneurship - Conduct a holistic analysis of the empirical data that they gather through a case study on innovation and entrepreneurship (in relation to the prescribed and discussed literature) # Lectures The course has three lecturers: Caroline Essers, Yvonne van Rossenberg, and me. I gave five lectures on innovation management: - [Introduction to Innovation Management](/teaching/lectures/2022/09/22/introduction-to-innovation-management/) - [Idea Development and Relational Analytics](/teaching/lectures/2022/09/26/idea-development-and-relational-analytics/) - [Idea Selection and Portfolio Management](/teaching/lectures/2022/09/28/idea-selection-and-portfolio-management/) - [Idea Implementation and Organizing for Innovation](/teaching/lectures/2022/09/29/idea-implementation-and-organizing-for-innovation/) - [Corporate Entrepreneurship](/teaching/lectures/2022/10/03/corporate-entrepreneurship/) --- ## Strategy Department Research Seminar _Coordinator of the Strategy Department's research seminar series at Nijmegen School of Management._ - Role: Coordinator - Organization: Radboud University Nijmegen - Date: 2022-09-01 - Tags: Radboud University, Strategy Department, Research Seminar - Source: https://www.stefanbreet.com/service/institutional-service/strategy-department-research-seminar/ The Strategy Department at Nijmegen School of Management runs a regular research seminar series, where members of the department and visiting scholars present work in progress and discuss it with the group. From 2022 to 2024, I coordinated this series. Coordinating the seminar meant curating a programme across the academic year: inviting speakers, scheduling the sessions, and creating regular occasions for the department to engage with one another's research and with work from outside Nijmegen. It is a connective role, the kind that keeps a research community's internal network active, which is a theme close to my own work on how ideas travel through organizations. --- ## Does it matter who learns? A social network model of team exploratory and exploitative learning - Role: Presenter - Event: EGOS Colloquium - Organization: EGOS - European Group for Organizational Studies - Date: 2022-07-08 - Tags: Team Learning, Social Network Analysis, Exploratory Learning, Exploitative Learning - Source: https://www.stefanbreet.com/research/talks/2022/07/08/does-it-matter-who-learns-a-social-network-model-of-team-exploratory-and-exploitative-learning/ I presented a paper on team exploratory and exploitative learning at the EGOS Colloquium 2022 in Vienna. The colloquium is an annual conference organized by the European Group for Organizational Studies (EGOS). # Session Details The presentation was part of the session "Learning and Innovation in Networks", organized by the EGOS standing workgroup number seven (SWG07): Relational Pluralism in Organizational Networks. The session consisted of three presentations about social networks, learning, and innovation. ## Does it matter who learns? A social network model of team exploratory and exploitative learning **Authors**: Raphael Boemelburg & Stefan Breet **Presenter**: Stefan Breet **Abstract**. Exploratory and exploitative learning are both necessary for the long-term viability of organizations. Recognizing that teams are the fundamental unit in which organizational learning takes place, scholars have started to examine how team learning emerges from the learning activities of individual team members. Drawing upon the organizational learning and social network literatures, we advance this line of research and argue that team exploratory and exploitative learning emerge in different ways depending on the social structure of the team. Using multi-source data on the learning activities of 51 teams representing 224 and a social network analysis of eight weeks of email communication between team members, we show that team exploratory learning is governed by an aggregation model in which more central team members have a bigger influence. Team exploitative learning, in contrast, is best explained by a simple additive composition model in which every team member is equally influential ## How do organizations in the construction industry in the Netherlands innovate? A mediation analysis on the relation between brokerage and organization's innovation **Authors**: Louise Savelkoul, Remco Mannak, & Marius Meeus **Presenter**: Louise Savelkoul **Abstract**: We examine three, thus far untested mechanisms in brokerage theory, by adding mediators to a model of structural network attributes and innovation outcomes. Our research question is: To what extent is the relation between brokerage and outcomes of exploratory and exploitative innovation in the Dutch building and construction industry (BCI) mediated by information benefits, control benefits and trust. This paper combines data from two sources: 1) network structural data is derived from a database on Dutch building and construction projects and covers two years in which the small world characteristics have emerged; 2) we acquired survey data on innovation outcomes and mediators acquired by us based on a sample from the secondary data. Our analyses show that brokerage facilitates exploitative innovation, and this relation is partially mediated by trust. For exploratory innovation, brokerage has no significant effect. The variable information benefits has an independent effect on exploratory innovation, independent of brokerage. Information benefits and the control variables partner specific knowledge, routinization and organization size have independent effects on exploitative innovation. For organizations in the BCI , our findings refine the theoretical claims. Exploitative innovation is enabled by brokerage, but exploratory innovation is related to information benefits that are somehow unrelated to brokerage. Overall, our findings refine brokerage theory, rejecting some conjectured mediation effects invoked by brokerage, enabling innovation outcomes. Seemingly, information benefits have other root causes than local and global brokerage, therefore we call for future research exploring the antecedents of information benefits: e.g. knowledge management. ## Intraorganizational social capital functioning: The contingency of stressor conditions **Authors**: Tien Nguyen, Thijs Velema, & Shin-I Shih **Presenters**: Tien Nguyen **Abstract**: Social capital researchers so far seem to agree that both bonding and bridging social capital can improve the performance of employees. However, it remains unclear how these effects are influenced by employees’ psychological experience at work. Using a survey study with a sample of 174 employees from a corporation in Vietnam, we examine the moderating effect of employees’ experience of challenge and hindrance stressors on the relationship between social capital and task performance. Results demonstrate that employees with higher bonding social capital showed lower task performance, but this negative relation was alleviated when workers experienced high levels of hindrance stressors. Employees with higher bridging social capital showed higher task performance, but this positive relation was reduced when workers experienced high levels of challenge stressors. Furthermore, our supplementary analysis reveals an inverted U-shaped relation between bonding social capital and task performance. While perceived high challenge stressors exacerbated the downtrend, perceived high hindrance stressors ameliorated the uptrend of the curve. Our research thus suggests that individuals’ psychological experience at work influences the impact of social capital on employees’ work outcomes, and thus should be taken into account in future research. --- ## A Network Perspective on Corporate Entrepreneurship _How Workplace Relationships Influence Entrepreneurial Behavior_ - Role: Presenter - Organization: Erasmus University Rotterdam - Date: 2022-06-30 - Tags: Corporate Entrepreneurship, Social Networks - Source: https://www.stefanbreet.com/research/talks/2022/06/30/a-network-perspective-on-corporate-entrepreneurship/ # Abstract Organizations often struggle to maintain or rekindle an entrepreneurial flair, which makes them vulnerable when circumstances change. Corporate entrepreneurship is a process that stimulates entrepreneurial behavior, enabling organizations to respond to changing circumstances, pursue new opportunities, and secure their long-term viability. Prior research has suggested several models that capture the corporate entrepreneurship process and identify a range of factors that stimulate or stifle entrepreneurial behavior. These models greatly improved our understanding of corporate entrepreneurship, but they do not explicitly acknowledge the social context of organizations and employees. In this dissertation, I develop and test a theoretical framework that provides a network perspective on corporate entrepreneurship (the NPCE framework). The NPCE framework shows when and why the social context plays a decisive role in the corporate entrepreneurship process. The results of three empirical studies provide support for the NPCE framework and demonstrate that the social context can evoke entrepreneurial and conservative behavior. The key implication of this finding for future corporate entrepreneurship research is that the omission of the social context leads to an incomplete understanding of the corporate entrepreneurship process. --- ## A Network Perspective on Corporate Entrepreneurship _How Workplace Relationships Influence Entrepreneurial Behavior_ - Authors: Stefan Breet - Type: Dissertation - Date: 2022-06-30 - Tags: Corporate Entrepreneurship, Social Networks, Social Network Analysis, Necessary Condition Analysis, NPCE Framework - Source: https://www.stefanbreet.com/research/publications/2022/06/30/a-network-perspective-on-corporate-entrepreneurship/ ### Abstract Organizations often struggle to maintain or rekindle an entrepreneurial flair, which makes them vulnerable when circumstances change. Corporate entrepreneurship is a process that stimulates entrepreneurial behavior, enabling organizations to respond to changing circumstances, pursue new opportunities, and secure their long-term viability. Prior research has suggested several models that capture the corporate entrepreneurship process and identify a range of factors that stimulate or stifle entrepreneurial behavior. These models greatly improved our understanding of corporate entrepreneurship, but they do not explicitly acknowledge the social context of organizations and employees. In this dissertation, I develop and test a theoretical framework that provides a network perspective on corporate entrepreneurship (the NPCE framework). The NPCE framework shows when and why the social context plays a decisive role in the corporate entrepreneurship process. The results of three empirical studies provide support for the NPCE framework and demonstrate that the social context can evoke entrepreneurial and conservative behavior. The key implication of this finding for future corporate entrepreneurship research is that the omission of the social context leads to an incomplete understanding of the corporate entrepreneurship process. Organizations often struggle to maintain or rekindle an entrepreneurial spirit, which makes them vulnerable when circumstances change. Corporate entrepreneurship is the process that stimulates entrepreneurial behavior, enabling organizations to respond to changing circumstances, pursue new opportunities, and secure their long-term viability. Existing models of corporate entrepreneurship have greatly improved our understanding of this process, but they share a blind spot: they do not explicitly acknowledge the social context in which organizations and their employees operate. In this dissertation, I develop and test a theoretical framework that offers a network perspective on corporate entrepreneurship (the NPCE framework). It shows when and why workplace relationships play a decisive role in whether employees behave entrepreneurially. The results of three empirical studies support the framework and demonstrate that the social context can evoke both entrepreneurial and conservative behavior. The key implication is that leaving the social context out of the analysis produces an incomplete picture of how corporate entrepreneurship really works. --- ## Does It Matter Who Learns? A Social Network Model of Team Exploratory and Exploitative Learning - Role: Presenter - Organization: Utrecht University School of Economics (U.S.E.) - Date: 2022-06-07 - Tags: Team Learning, Social Network Analysis, Exploratory Learning, Exploitative Learning - Source: https://www.stefanbreet.com/research/talks/2022/06/07/does-it-matter-who-learns-a-social-network-model-of-team-exploratory-and-exploitative-learning/ Exploratory and exploitative learning are both necessary for the long-term viability of organizations. Recognizing that teams are the fundamental unit in which organizational learning takes place, scholars have started to examine how team learning emerges from the learning activities of individual team members. Drawing upon the organizational learning and social network literatures, we advance this line of research and argue that team exploratory and exploitative learning emerge in different ways depending on the social structure of the team. Using multi-source data on the learning activities of 51 teams representing 224 and a social network analysis of eight weeks of email communication between team members, we show that team exploratory learning is governed by an aggregation model in which more central team members have a bigger influence. Team exploitative learning, in contrast, is best explained by a simple additive composition model in which every team member is equally influential. --- ## The Business Ecosystem: Leveraging Complementarities with Collaborators and Competitors - Role: Presenter - Organization: Radboud University Nijmegen - Date: 2022-02-10 - Tags: Business Models, Business Model Innovation, Business Ecosystems - Source: https://www.stefanbreet.com/teaching/lectures/2022/02/10/business-ecosystem-leveraging-complementarities-with-collaborators-and-competitors/ # Literature - Jacobides, M. G. (2019). In the ecosystem economy, what’s your strategy? Harvard Business Review, 97(5), 128–137. - Jacobides, M. G., Cennamo, C., & Gawer, A. (2018). Towards a theory of ecosystems. Strategic Management Journal, 39(8), 2255–2276. https://doi.org/10/gd845g # Strategic Scenarios and Business Models This lecture is part of the course [Innovation and Entrepreneurship in Context 2021-2022](/courses/2021-2022/innovation-and-entrepreneurship-in-context) at the Radboud University Nijmegen. The course is compulsory for students of the Master of Science (MSc) specialization in Innovation and Entrepreneurship. The course has three lecturers: Caroline Essers, Yvonne van Rossenberg, and me. I gave four lectures on innovation management: - [Innovation Processes and Innovation Management](/lectures/2021/09/20/innovation-processes-and-innovation-management) - [Idea Development and Relational Analytics](/lectures/2021/09/27/idea-development-and-relational-analytics) - [Idea Selection and Portfolio Management](/lectures/2021/09/29/idea-selection-and-portfolio-management/) - **Idea Implementation and Organizing for Innovation** --- ## The Business Model: How Organizations Create, Deliver, and Capture Value - Role: Presenter - Organization: Radboud University Nijmegen - Date: 2022-02-07 - Tags: Business Models, Business Model Innovation - Source: https://www.stefanbreet.com/teaching/lectures/2022/02/07/business-model-how-organizations-create-deliver-and-capture-value/ # Literature - Casadesus-Masanell, R., & Ricart, J. E. (2011). How to design a winning business model. Harvard Business Review, 89(1/2), 100–107. - Leppänen, P., George, G., & Alexy, O. (2021). When do novel business models lead to high firm performance? A configurational approach to value drivers, competitive strategy, and firm environment. Academy of Management Journal, amj.2020.0969. https://doi.org/10/gnx7xx # Strategic Scenarios and Business Models This lecture is part of the course [Innovation and Entrepreneurship in Context 2021-2022](/courses/2021-2022/innovation-and-entrepreneurship-in-context) at the Radboud University Nijmegen. The course is compulsory for students of the Master of Science (MSc) specialization in Innovation and Entrepreneurship. The course has three lecturers: Caroline Essers, Yvonne van Rossenberg, and me. I gave four lectures on innovation management: - [Innovation Processes and Innovation Management](/lectures/2021/09/20/innovation-processes-and-innovation-management) - [Idea Development and Relational Analytics](/lectures/2021/09/27/idea-development-and-relational-analytics) - [Idea Selection and Portfolio Management](/lectures/2021/09/29/idea-selection-and-portfolio-management/) - **Idea Implementation and Organizing for Innovation** --- ## Strategic Scenarios and Business Models - Organization: Radboud University Nijmegen - Date: 2022-01-31 - Tags: Business Model Innovation, Scenario Planning, Strategic Management, Strategic Renewal, Business Models - Source: https://www.stefanbreet.com/teaching/courses/2021-2022/strategic-scenarios-and-business-models/ # Course Description Organizations are confronted with unprecedented levels of turbulence, uncertainty,and complexity while the world we live in becomes even more interconnected, and boundaries between organizations, industries, and public and private lives evanesce. The increasing turbulence, uncertainty and complexity are caused by (1) rapid urbanization, (2) climate change and resource scarcity, (3) shift in global economic power, (4) demographic and social change, and (5) technological breakthroughs. Due to these developments, relationships between organizations, governments, environmentalists, interestgroups, the media, and even illegal groups are experiencing dramatic change. Toensure their competitive advantages organizations,have to renew by revitalizing and transforming their activities and redesign their business models. Moreover, they muststrategically renewal their traditional manner of value generation, the structure of the organization, the core competencies of the organization and the way of creating value through new opportunities. Not only in turbulent times, but also in good times, organizations have regularly reshaped themselves. Organizations may re-align their organizational structure with strategy and changed external circumstances. Small and rapidly growing organizations will need to reshape, for instance, following a period of sustained growth, however, mature organizations also frequently re-shape themselves toaddress new challenges and seize new opportunities. These interventions might lead to stimulating, specific activities within an organization, to additional drastic restructuring, or even downsizing during challenging times. Strategy, organization design and change issues should be viewed as increasingly intertwined and dynamic. It is evident that we move from a situation of periodical change to one of continuous change. This brings into question the nature of the concepts and instruments developed over the past decades to frame and instrumentalize change. Hence, managers of these organizations can be challenged to deal with wicked problems and changing business ecosystems andmustmake decisions under increasing complexity and uncertainty. However, traditional business strategy, management and organizational concepts and strategic planning approaches are no longer sufficient for managers to deal with the new challenges and developments. Therefore, these managers need new ideas, (social and product) innovations, concepts,and new managerial approaches. To deal with the mounting complexity and increasing volatility, managers can employ participative (stakeholder engagement) approaches such as open strategy, framing, group model building and strategic scenario development, to accurately make sense ofand respond to changing circumstances. These approaches provide a manager with important tools to support organizations to understand and develop shared framing, to provide a series of narratives of the future and an early-warning system, to support cultural change through organizational alignment and stakeholder engagement, and if needed to develop a sustainable business (eco system) model. # Learning Goals **Knowledge and understanding** - To better understand the concept of strategic renewal of (public and private) organizations and the concept of wicked problems, transformation, business models and business ecosystems, and to be able to identify and classify the components of wicked problems, uncertainty, scenarios, transformation, business models and business ecosystems. - Understanding theshifting power relations in digital and sustainability transitions from a multi-actor perspective. - Understandingthe various participative stakeholder engagement approaches that can be used by organizations, where each has its supporters and detractors. **Applying knowledge and understanding** - Be able to create a broader field of vision, gained by introducing alternative views and new processes, and be ,and opportunities that could be excluded by a traditional view on (strategic) planning processes and doing business of organizationsoperating in sectors that are involved in transition. **Making judgements** - Be able to create a better and more impactful understanding of both the present world and the future world, gained through the process of experiencing the present and future through participative stakeholder (engagement) approaches. **Communication** - Be able to create a more robust (strategic) planning process that provides better strategic options, enables more thorough contingency (strategic) planning, and empowers an organization to react quickly and to execute these plans. --- ## Sustainable Entrepreneurship Project - Organization: Radboud University Nijmegen - Date: 2022-01-25 - Tags: Entrepreneurship, Sustainability, Sustainable Entrepreneurship, Social Entrepreneurship - Source: https://www.stefanbreet.com/teaching/courses/2021-2022/sustainable-entrepreneurship-project/ In this course, students learn how organizations can practice sustainable entrepreneurship. The course is part of the Bachelor of Science (BSc) in Business Administration programme of the [Radboud University Nijmegen](http://www.ru.nl). # Course Description The primary research programme of the Department of Business Administration at the Radboud University Nijmegen focuses on the Responsible Organization. This programme addresses the multiple values underlying responsibility, the conditions required to realize those values and the interventions geared to the transition of organisations toward responsible organizations. The Sustainable Entrepreneurship Project offers Bachelor students the opportunity to study one aspect of the Responsible Organization. They learn how organizations can practice sustainable entrepreneurship and which conditions play an important role. The course offers two perspectives that can be used to answer this question. The environmental and ecological perspective focuses on the effects of organizations on the environment. The diversity and social perspective focuses on workforce diversity and its value for organizations. Students write two assignments. Together with two classmates, they write a research proposal that examines how an organization or entrepreneur can become more sustainable. The research proposal consists of an introduction, theory section, and methodology chapter. They also write an individual assignment in which they review the academic literature on a subtopic of sustainable entrepreneurship. This individual assignment will be part of the theoretical chapter of the group assignment. # Learning Goals The project has a substantive and a methodological goal, which are both in line with the qualifications for conceptual thinking and academic research expected in the Bachelor of Science (BSc) in Business Administration programme: 1. At the end of this project, students will have gained knowledge and insight into theories and concepts in the field of sustainable entrepreneurship 2. At the end of this project, students will know how to write a research plan or a research design that describes the project scope, purpose and objective; the choice of theory; the research approach and method; and the collection and analysis of empirical data in a logical and substantiated way --- ## Master Thesis in Business Administration - Organization: Radboud University Nijmegen - Date: 2022-01-01 - Tags: Corporate Entrepreneurship, Intrapreneurship, Social Networks, Social Capital - Source: https://www.stefanbreet.com/teaching/courses/2021-2022/master-thesis-in-business-administration/ # Aim of the Master Thesis Trajectory The aim of the master thesis trajectory is that students develop and demonstrate their ability to conduct a well-substantiated piece of academic research about a scientifically relevant topic in business administration in an independent manner. The students do this by showing that they are capable of writing a scientific report (the master thesis), presenting it in a comprehensive manner, and defending the thesis in front of experts in the field (Master Thesis Handbook, Nijmegen School of Management 2021-2022). # Thesis Themes ## Theme 1: Managing the Corporate Entrepreneurship Paradox The idea that established firms can defend a unique competitive position for a long period of time is no longer a given. This is especially true for industries in which start-ups enthusiastically challenge the status quo by doing things better, faster, and cheaper. In the face of disruptive circumstances—such as digital competition or the current COVID crisis—established firms have to reinvent themselves in order to survive. Corporate Entrepreneurship (CE)—which is the ability of organizations to simultaneously engage in opportunity-seeking (entrepreneurship) and advantage-seeking (strategic management) activities—can provide the key to survival. Striking the balance between entrepreneurship and strategic management, however, is a paradoxical challenge: entrepreneurship is about exploring new opportunities that will help the organization to meet future demands, while strategic management is about exploiting existing capabilities that are successful now. If you choose this research theme, you will investigate how organizations can manage the Corporate Entrepreneurship paradox and reconcile the conflicting nature of opportunity- and advantage-seeking activities. Potential research questions are: - What is the impact of the COVID crisis on formal and informal CE? - How does the composition of the top management team influence the pursuit and implementation of CE strategies? - Do specific HR practices (e.g., recruitment, selection, training, compensation, and evaluation systems) develop and motivate corporate entrepreneurial behavior?
 - What is the role of managerial cognition in recognizing opportunities and responding to environmental threats? - What kind of organizational structures stimulate CE? ## Theme 2: Social Capital & Entrepreneurial Behavior Companies increasingly recognize the importance of bottom-up innovation and experiment with different organizational forms that stimulate employees to behave entrepreneurially and come up with novel ideas. While past models of entrepreneurial behavior have focused on individual attributes (such as personal skills and experience) or the organizational context (such as management support or performance management), scholars increasingly recognize the importance of the relationships that tie employees together: their social network. Research indeed shows that social capital—the value that people get from their relationships—strongly influence the generation and the implementation of ideas (Baer, Evans, Oldham, & Boasso, 2015; Burt, 2005). If you choose this research theme, you will investigate how social capital affects the ability of employees to identify, exploit, and implement entrepreneurial opportunities. In doing so, you will develop a fine-grained understanding of social capital and intrapreneurship, which are important elements of entrepreneurial strategies (Hitt, Ireland, Sirmon, & Trahms, 2011; Ireland, Hitt, & Sirmon, 2003). Potential research questions are: - What is the impact of the COVID crisis on the way employees interact with each other? How does working remotely affect entrepreneurial behavior? - How do different types of social capital stimulate or hinder intrapreneurial behavior? - What are the personality characteristics (human capital) that allow people to leverage their relationships (social capital) to seize entrepreneurial opportunities? - What is the role of top managers in stimulating intrapreneurial behavior? - What types of social capital are necessary for the generation and implementation of ideas? How should managers change the structure of intra-organizational networks? --- ## The first NCA paper development workshop - Date: 2021-10-15 - Tags: Necessary Condition Analysis - Source: https://www.stefanbreet.com/blog/2021/10/15/summary-first-nca-paper-development-workshop/ On Thursday, the first [Necessary Condition Analysis (NCA) Paper Development Workshop](/research/workshops/2021/10/14/necessary-condition-analysis-nca-paper-development-workshop/) took place. I organized the workshop on behalf of the NCA Development Team to help researchers write convincing papers using the NCA methodology, and I am really happy about how it turned out. The workshop consisted of three parts. We started with a [plenary session]() in which Professors Steve Gove and Jan Dul gave presentations about the latest developments of Necessary Condition Analysis. After a short break, we formed three groups to [discuss]() the papers of the participants. We ended the workshop with a short plenary session in which we awarded the first [NCA Paper Development Workshop Encouragement Award](). # Conducting NCA Research {#plenary} Professor [Steve Gove](https://www.uvm.edu/business/profiles/steve_gove) kicked off the plenary session with a presentation about the history, current state, and future opportunities of NCA research. He showed that the method's popularity has increased over the past eleven years and is slowly but steadily getting more popular. This trend signals the acceptance of the NCA. It is unlikely that reviewers in the high-ranked journals will be suprised when the encounter the method. He identified three types of opportunities for NCA research: - Papers that apply NCA. They will be accepted soon by top journals. - Review papers showing that NCA provides a valuable opportunity to move a specific field forward. The paper by Aguinis, Ramani, and Cascio on [methodological practices in international Business research](https://doi.org/10.1057/s41267-020-00353-7) published in 2020 is a good example. - Methodological papers that further develop NCA or that compare NCA to other (statistical) methods. After Steve's presentation, professor [Jan Dul](https://scholar.google.com/citations?user=z52DO7EAAAAJ&hl=en&oi=ao) talked about recent developments of the NCA methodology. Based on his online book [Advances in Necessary Condition Analysis](https://bookdown.org/ncabook/advanced_nca2/), he discussed the *formulation of hypotheses*, and the use of *longitudinal, panel, and time-series data*. # Roundtable Discussions {#roundtable} In this part of the workshop, we split into three groups to discuss the submitted papers. The group discussions were led by [Jan Dul](https://scholar.google.com/citations?user=z52DO7EAAAAJ&hl=en&oi=ao), [Sven Hauff](https://scholar.google.com/citations?user=6imzmcsAAAAJ&hl=en&oi=ao), and myself. - Group 1 (Jan Dul): Bin Chen and Thiago Lima - Group 2 (Stefan Breet): Guillermo Dávila, Leena Lankoski, and Nazli Wasti - Group 3 (Sven Hauff): Ana Venâncio and Nikolina Dragicevic # Encouragement Award {#award} We concluded the workshop with the announcement of the Encouragement Award winner. The prize is awarded to recognize the potential of early-stage work and to inspire its further development. Although we encourage all participants to further develop their work, there is one person who clearly showed that she masters both the logic and application of NCA. The winner of the award is **Ana Venâncio**, who submitted a promising paper that aims to identify the factors necessary for stimulating high-quality entrepreneurship. We are impressed by the completeness of the paper. She does not only apply and interpret NCA in a correct way, but she also properly uses necessity logic to develop her hypotheses. We believe that this paper has the potential to make an important contribution to entrepreneurship theory. --- ## NCA Paper Development Workshop 2021 - Role: Presenter - Organization: NCA Development Team - Date: 2021-10-14 - Tags: Necessary Condition Analysis - Source: https://www.stefanbreet.com/service/workshops/2021/10/14/necessary-condition-analysis-nca-paper-development-workshop/ # Workshop Description The goal of the annual Necessary Condition Analysis (NCA) Paper Development Workshop is to help scholars who use NCA in their research to write a convincing paper that makes a valuable contribution to the literature. ## What type of paper do I need to submit? We invite submissions of manuscripts that use NCA as the main logic and data analysis approach or combine NCA with other methods. These other methods include regression-based methods—such as OLS regression, Multiple Linear Regression, Structural Equation Modeling (SEM) or Partial Least Squares (PLS-SEM)—or set theoretic methods like Qualitative Comparative Analysis (QCA). Furthermore, it is possible that you use NCA in a more qualitative or exploratory research context, although the training will focus on quantitative research. ## What type of support will I receive? You will get support on: - How to formulate your necessity theory and hypotheses - How to use NCA to analyze your data - How to interpret NCA results - How to discuss your results You will get feedback on your work from fellow researchers and members of the NCA development team. ## What will the workshop look like? The workshop will take place online on Thursday, October 14 from 5 to 7 pm CEST. During the two-hour workshop there will be in-depth discussions about NCA and how to apply NCA to your theory, your data, and your data analysis. The discussions are in small groups of researchers with similar interests, guided by an NCA expert from the NCA Development team. ## Who can participate? We invite researchers from any discipline in the social, technical, (bio)medical sciences and humanities to apply for the workshop. We assume that you are familiar with NCA, and that you have a dataset that contains one or more potential necessary conditions. Previous attendance of another NCA event—such as the NCA summer course or an NCA conference workshop—will help you make the most out of this workshop. To ensure high-quality interactions, the maximum number of participants is 12. We will select candidates based on the quality of the abstract, their knowledge of NCA, and their motivation for attending the workshop. ## What are the costs of the workshop? The workshop is free of charge. ## How should I submit my abstract? You can submit your abstract via the online application form until Friday, August 27, 2021. You will be notified of the admission decision no later than Friday, September 3rd, 2021. ## Where can I find more information? If you have any further questions, please contact us by sending an email to Stefan Breet. For more information about NCA, visit erim.nl/nca. --- ## About - Date: 2021-10-11 - Source: https://www.stefanbreet.com/about/ Stefan Breet is an Assistant Professor of Strategy and Entrepreneurship at Radboud University Nijmegen. He studies why some employees drive their organizations forward while others hold back, and finds that the answer often has less to do with individual talent than with social context. ## Research His work sits at the intersection of corporate entrepreneurship and social network analysis. The core argument across his research is that an employee's position in the informal networks of their workplace shapes whether they will generate new ideas, push them upward, and see them through to implementation. Using survey-based data and formal network models, he examines the conditions that enable or suppress entrepreneurial behavior inside established organizations. His PhD dissertation, completed at the Rotterdam School of Management (Erasmus University) in 2022, developed the NPCE framework: a theoretical model that maps the mechanisms through which workplace relationships influence the corporate entrepreneurship process. Subsequent work has extended this to team learning, post-merger behavior, remote work, and the conditions under which network closure becomes a ceiling rather than a resource for individual innovation. Alongside his network research, he contributes to the development of Necessary Condition Analysis (NCA), a statistical method for identifying bottleneck conditions in causal research. He teaches NCA in workshops and intensive summer courses with Professor Jan Dul, the method's founder. A recent article in the *European Management Journal* (with Pursey Heugens and Anna Nadolska) reports a meta-analysis of 74 studies on organizational responses to performance shortfalls, showing that how firms respond to underperformance depends critically on whether they compare themselves to their own past or to their peers. ## Consulting Through [Alter Analytics](https://www.alteranalytics.com), he applies network science in practice. Alter Analytics is a consultancy specialising in organisational network analysis (ONA): the systematic study of how knowledge, trust, and collaboration actually flow through an organisation, as distinct from how formal structures suggest they should. Services range from focused network diagnostics and full research engagements to workshops and insight sessions for leadership and HR teams. He founded Alter Analytics out of the conviction that organisations consistently underestimate the power of their informal networks. Org charts and reporting lines tell only part of the story; the real drivers of performance, innovation, and resilience are often invisible to leadership. Alter Analytics exists to make that hidden layer visible, and to help organisations act on what they find. ## Teaching At Radboud, he teaches corporate entrepreneurship, innovation management, and business model innovation at both bachelor and master level. His courses connect theoretical frameworks from strategy and entrepreneurship research to practical challenges facing managers in established firms. ## Background Stefan studied Business Administration at the University of Groningen before completing an MPhil in Business Research and a PhD at the Rotterdam School of Management. He was a visiting PhD candidate at the University of Kentucky in 2019 and a visiting scholar at the University of Sydney in late 2024. He has presented his work at the Academy of Management, EGOS, the Strategic Management Society, and SUNBELT, among others. --- ## Innovation Management: Idea Implementation and Organizing for Innovation - Role: Presenter - Organization: Radboud University Nijmegen - Date: 2021-09-30 - Tags: Innovation, Innovation Management, Idea Implementation - Source: https://www.stefanbreet.com/teaching/lectures/2021/09/30/idea-implementation-and-organizing-for-innovation/ The third and final phase of the innovation process is the **idea implementation** phase. After a promising idea has been selected, a project team has to convert it into a new product, service, or process. Project management # Project Management ## Managing Uncertainty At the start of an innovation project, uncertainty is often high. It might not be fully clear yet what the new product will look like, ## Different Models # Organizing for Innovation ## Creative Leadership ## Control Factors # Literature - Mainemelis, C., Kark, R., & Epitropaki, O. (2015). Creative leadership: A multi-context conceptualization. Academy of Management Annals, 9(1), 393–482. https://doi.org/10.5465/19416520.2015.1024502 - Bahcall, S. (2019). The innovation equation. Harvard Business Review, March-April, 74–81. https://hbr.org/2019/03/the-innovation-equation # Innovation and Entrepreneurship in Context This lecture is part of the course [Innovation and Entrepreneurship in Context 2021-2022](/courses/2021-2022/innovation-and-entrepreneurship-in-context) at the Radboud University Nijmegen. The course is compulsory for students of the Master of Science (MSc) specialization in Innovation and Entrepreneurship. The course has three lecturers: Caroline Essers, Yvonne van Rossenberg, and me. I gave four lectures on innovation management: - [Innovation Processes and Innovation Management](/lectures/2021/09/20/innovation-processes-and-innovation-management) - [Idea Development and Relational Analytics](/lectures/2021/09/27/idea-development-and-relational-analytics) - [Idea Selection and Portfolio Management](/lectures/2021/09/29/idea-selection-and-portfolio-management/) - **Idea Implementation and Organizing for Innovation** --- ## Innovation Management: Idea Selection and Portfolio Management - Role: Presenter - Organization: Radboud University Nijmegen - Date: 2021-09-29 - Tags: Innovation, Innovation Management, Idea Selection, Portfolio Management - Source: https://www.stefanbreet.com/teaching/lectures/2021/09/29/idea-selection-and-portfolio-management/ The second phase of the innovation process is the **idea selection** phase. Not all the creative ideas of employees are valuable for the organization. Some ideas may not be financially feasible, while others fall outside the organization's competitive scope. The goal of the idea selection phase is to select promising ideas that can be futher developed into a novel product or service. Organizations can manage the idea selection phase by developing a portfolio of different projects. Portfolio management is a resource allocation problem: assigning a fixed amount of resources—like money and production capacity—to a limited amount of projects. A succesfull portfolio management strategy spreads risks, targets different time horizons, and makes sure that projects are not duplicated. So how can organizations select and prioritize the right projects? We will discuss three of the most commonly used prioritization method: the Innovation-Ambition Matrix, the BCG Growth-Share Matrix, and the Risk-Reward Model. The **Innovation-Ambition Matrix** has been developed by [Nagji and Tuff (2012)](https://hbr.org/2012/05/managing-your-innovation-portfolio) to map an organizations projects on three levels of ambition. *Core* projects optimize existing products or services for existing customers. *Adjacent* projects expand existing products or services to "new to the company" products or services. Finally, *transformational* projects develop breakthrough ideas targeting new customer needs. Organizations need to spread their projects across the three levels of ambition to ensure long-term growth. The **BCG Growth-Share Matrix** has been developed by the [Boston Consulting Group](https://www.bcg.com/about/overview/our-history/growth-share-matrix) to priorite different businesses by their degree of profitability. The two axes of the matrix divide businesses or projects into four different types. For example, high growth and high market share businesses are considered "stars". Organizations should invest in these projects because they have high potential value. Low growth and low market share businesses—the "pets"—should be liquidated because they offer little return on investement. Finally, the **Risk-Reward Model** (see, for example, [Matheson and Menke, 1994](https://www.jstor.org/stable/pdf/24129561.pdf?refreqid=excelsior%3A6692caf4ba790f379a06c8b499e1c13b) classifies projects based on the likelihood of success and their potential commercial value. For example, "bread and butter" projects have a high probability of success but relatively low commercial potential. Organizations need to invest in these projects to maintain or improve short-term performance. Oysters, in contrast, are breakthrough projects. Their potential value is high, but their probability of success is low. Organizations should nurture these projects over longer periods of time. # Literature - Kester, L., Griffin, A., Hultink, E. J., & Lauche, K. (2011). Exploring portfolio decision-making processes. Journal of Product Innovation Management, no-no. https://doi.org/10/d4dpmt - Nagji, B., & Tuff, G. (2012). Managing your innovation portfolio. Harvard Business Review, May, 67–74. https://hbr.org/2012/05/managing-your-innovation-portfolio # Innovation and Entrepreneurship in Context This lecture is part of the course [Innovation and Entrepreneurship in Context 2021-2022](/courses/2021-2022/innovation-and-entrepreneurship-in-context) at the Radboud University Nijmegen. The course is compulsory for students of the Master of Science (MSc) specialization in Innovation and Entrepreneurship. The course has three lecturers: Caroline Essers, Yvonne van Rossenberg, and me. I gave four lectures on innovation management: - [Innovation Processes and Innovation Management](/lectures/2021/09/20/innovation-processes-and-innovation-management) - [Idea Development and Relational Analytics](/lectures/2021/09/27/idea-development-and-relational-analytics) - **Idea Selection and Portfolio Management** - [Idea Implementation and Organizing for Innovation](/lectures/2021/09/30/idea-implementation-and-organizing-for-innovation/) --- ## Innovation Management: Idea Development and Relational Analytics - Role: Presenter - Organization: Radboud University Nijmegen - Date: 2021-09-27 - Tags: Innovation, Innovation Management, Idea Development, Social Networks, Social Network Analysis, Social Capital - Source: https://www.stefanbreet.com/teaching/lectures/2021/09/27/idea-development-and-relational-analytics/ The first phase of the innovation process is the **idea development** phase. This phase relies on the creativity of employees. Novel ideas and new solutions are often discovered by employees who think about ways in which they can do their job more efficiently or effectively. In most organizations, employees need their colleagues to further develop their ideas. Someone can come up with a new solution for a problem, only to find out that her colleagues do not want to support it. It can also happen that someone has an initial thought and uses his colleagues as a sounding board to further develop it. In this lecture, we are going to explore the social side of the idea development phase. We will discuss the journey of an idea from its conception to its implementation using the article of [Perry-Smith and Mannucci](https://doi.org/10.5465/amr.2014.0462) (2017). They identify four different phases that have their own needs and outcomes: idea generation, elaboration, championing, and implementation. Each of the four phases of the idea journey are influenced by the workplace relationships that employees develop and maintain. To understand how and why these relationships influence the idea journey, we will discuss the advantages of a social network lense. A social network lense views an organization as consisting of employees, their characteristics, and their relationships. There are two types of structural positions in the intra-organizational social network that offer advantages and disadvantages when it comes to the generation of novel ideas. Bridging social capital—connecting otherwise unconnected colleagues—stimulates the generation of novel ideas because it provides access to nonredundant information. Bonding social capital-connecting colleagues that are directly connected to each other—suppresses the generation of novel ideas because of its lack of nonredundant information. Finally, we will discuss how social network analysis can be a valuable human resource management tool. Using the article of [Leonardi and Contractor]( https://hbr.org/2018/11/better-people-analytics) (2018), we will identify several network signatures that typically exist in an organization. # Literature - Leonardi, P., & Contractor, N. (2018). Better people analytics. Harvard Business Review, 70–81. https://hbr.org/2018/11/better-people-analytics - Perry-Smith, J. E., & Mannucci, P. V. (2017). From creativity to innovation: The social network drivers of the four phases of the idea journey. Academy of Management Review, 42(1), 53–79. https://doi.org/10.5465/amr.2014.0462 # Innovation and Entrepreneurship in Context This lecture is part of the course [Innovation and Entrepreneurship in Context 2021-2022](/courses/2021-2022/innovation-and-entrepreneurship-in-context) at the Radboud University Nijmegen. The course is compulsory for students of the Master of Science (MSc) specialization in Innovation and Entrepreneurship. The course has three lecturers: Caroline Essers, Yvonne van Rossenberg, and me. I gave four lectures on innovation management: - [Innovation Processes and Innovation Management](/lectures/2021/09/20/innovation-processes-and-innovation-management) - **Idea Development and Relational Analytics** - [Idea Selection and Portfolio Management](/lectures/2021/09/29/idea-selection-and-portfolio-management/) - [Idea Implementation and Organizing for Innovation](/lectures/2021/09/30/idea-implementation-and-organizing-for-innovation/) --- ## Innovation in Context: Innovation Processes and Innovation Management - Organization: Radboud University Nijmegen - Date: 2021-09-20 - Tags: Innovation, Innovation Management - Source: https://www.stefanbreet.com/teaching/lectures/2021/09/20/innovation-processes-and-innovation-management/ Faced with changing environmental circumstances and new technological trends, the ability to quickly develop new or improved products and services can make the difference between organizational failure and success. Although it is often difficult for large organizations to retain an entrepreneurial flair, a deliberate approach to innovation management can nurture an environment in which employees are encouraged to generate and implement novel ideas. In this lecture, we will identify the latest technological trends that companies have to pay attention to. We will discuss which companies are the most innovative and whether they are ready to realize their innovation aspirations. We define innovation as the creation and development of new products, services, business modesl, or processes in firms or other organizations ([Van den Ende, 2021](https://g.co/kgs/QKRnnr)). We use the article by [Garud, Tuertscher and Van de Ven](https://doi.org/10/gd7f85) (2013) to describe the innovation process and discuss its key mechanisms. # Literature - Anderson, N., Potočnik, K., & Zhou, J. (2014). Innovation and creativity in organizations: A state-of-the-science review, prospective commentary, and guiding framework. Journal of Management, 40(5), 1297–1333. https://doi.org/10.1177/0149206314527128 - Garud, R., Tuertscher, P., & Van de Ven, A. H. (2013). Perspectives on innovation processes. Academy of Management Annals, 7(1), 775–819. https://doi.org/10/gd7f85 # Innovation and Entrepreneurship in Context This lecture is part of the course [Innovation and Entrepreneurship in Context 2021-2022](/courses/2021-2022/innovation-and-entrepreneurship-in-context) at the Radboud University Nijmegen. The course is compulsory for students of the Master of Science (MSc) specialization in Innovation and Entrepreneurship. The course has three lecturers: Caroline Essers, Yvonne van Rossenberg, and me. I gave four lectures on innovation management: - **Innovation Processes and Innovation Management** - [Idea Development and Relational Analytics](/lectures/2021/09/27/idea-development-and-relational-analytics) - [Idea Selection and Portfolio Management](/lectures/2021/09/29/idea-selection-and-portfolio-management/) - [Idea Implementation and Organizing for Innovation](/lectures/2021/09/30/idea-implementation-and-organizing-for-innovation/) --- ## Who steps up after a merger? A social network perspective on post-merger taking charge behavior - Role: Presenter - Event: Strategic Management Society Annual Meeting - Organization: Strategic Management Society - Date: 2021-09-19 - Tags: Mergers & Acquisitions, Boundary Spanning, Taking Charge Behavior, Social Networks - Source: https://www.stefanbreet.com/research/talks/2021/09/19/who-steps-up-after-a-merger-sms-2021/ # Session Details The talk was part of the session "Social Network Perspective of Strategic Human Capital" organized by the Strategic Human Capital Interest Group of the Strategic Management Society. The session consisted of four presentations research about social networks and human capital. ## Gender Differences in the Use of Social Contacts in the Job Search Process **Authors**. Kira Choi - EMLYON Business School **Abstract**. Who is more likely to use social contacts to search for jobs, and why is this the case? Despite substantial evidence that social contacts improve individuals’ success in the process of job-seeking in various ways, previous studies point out that individuals with more social capital are not more likely to use social contacts to search for jobs than those with less social capital. By using records of job search activities on an online hiring platform, this paper seeks to explore variations in job seekers’ decisions to use recommendation letters in their job search process as well as their implications. ## Differential Investments in and Returns to Social Capital for Men and Women **Authors**. Paola Criscuolo - Imperial College London, Bill McEvily - University of Toronto, Brian Silverman - University of Toronto, Anne ter Wal - Imperial College London **Abstract**. Two themes have emerged from organizational research on gender-based differences in social networks: women and men differ in the type of networks built and the extent of benefits realized from networks. We propose an analytical approach to distinguish between these differences in a way that permits a more precise estimate of each effect than has been achieved in prior research. We employ the Blinder-Oaxaca decomposition method to decompose the performance consequences of men’s and women’s social networks into the portion attributable to differences in networks built and in network payoffs. Our results indicate that roughly one-third of the difference between men’s and women’s rank within the organization is associated with differences in the networks built, and nearly two-thirds is associated with network payoffs. ## Human Capital Comparison and Turnover Contagion: Evidence from the U.S. Accounting Auditors **Authors**. Pingshu Li - University of Texas at Rio Grande Valley, Juan Mao - University of Texas at San Antonio **Abstract**. According to social comparison theory, employees compare not only their job attitudes but also their abilities. As such, this paper investigates the relationship between individual human capital comparison and turnover contagion. We propose that human capital similarity between a focal employee and a coworker who quits is positively related to turnover contagion. We further hypothesize that work interactions and multilevel contingency factors, including focal employee’s performance level, referent coworker’s performance level and job placement, and unit-level turnover rate and capability, will moderate this relationship. We will use a large representative dataset from the U.S. accounting firms to test these hypotheses. This study makes contributions to research in turnover contagion and collective turnover. ## Who Steps Up After a Merger? A Social Network Perspective on Post-merger Taking Charge Behavior **Authors.** Stefan Breet - Radboud University Nijmegen, Lotte Glaser - Erasmus University Rotterdam, Justin Jansen - Erasmus University Rotterdam **Abstract**. Although prior research on mergers and acquisitions (M&As) has suggested that cross-legacy boundary-spanners serve as organizational change agents, an emerging line of research highlights the costs of developing and maintaining boundary-spanning ties. Building on the social networks and organizational identification literatures, we develop a social network perspective on cross-legacy boundary-spanning and post-merger taking charge behavior. Our initial analysis of the social network of a post-merger organization suggests that cross-legacy boundary-spanning has a negative effect on taking charge behavior, while proximity to boundary-spanners has a positive effect. Our study also suggests that the positive effect of proximity on taking charge behavior is strongest for employees who weakly identify with the new organization. --- ## Who steps up after a merger? The effects of boundary-spanning on post-merger taking charge behavior - Role: Presenter - Event: European Conference on Social Networks - Organization: International Network for Social Network Analysis - Date: 2021-09-07 - Tags: Mergers & Acquisitions, Boundary-Spanning, Taking Charge Behavior, Social Networks - Source: https://www.stefanbreet.com/research/talks/2021/09/07/who-steps-up-after-a-merger-eusn-2021/ # Session Details The talk was part of the *Organizational Networks* session. ## Blockmodeling collective action networks: Using direct and indirect approaches in tandem **Authors**: Clare Saunders and Alejandro Ciordia Morandeira **Abstract**: Over the past few decades an increasing number of social movement network analysts have made use of blockmodels to unveil general patterns of ties. Blockmodels significantly reduce the complexity of network data by classifying actors into discrete subsets, understood as differentiated positions or roles, and subsequently describing the ties between and within these positions in an idealised way. In order to find the most appropriate partition of nodes into different positions, analysts have been typically chosen one of two distinct methodological approaches: indirect or direct methods. The indirect approach is often inductively applied. It proceeds in two steps, first transforming the original network data into a single matrix displaying the similarities or dissimilarities between all pairs of actors’ profiles of ties to alters, and subsequently clustering these (dis)similarity matrices. The direct approach only works with matrices’ original data entries, rearranging actors until the computer finds the partition that best approximates a prespecified blockmodel structure – put differently, it is a more deductive approach. Each approach presents its own strengths and weaknesses but their inductive and deductive implications need not necessarily mean that one approach should be selected over the other. We argue that much can be gained from combining both approaches in the same analysis, even if one method will prevail over the other depending on the specific aims of the investigation. We suggest two ways in which this can be conducted. First, deductive designs, usually reliant on direct blockmodeling, can benefit from verification with indirect blockmodelling by providing an approximate benchmark for the assessment of the explanatory power of the resulting optimized partition. In other words, once the best solution for a prespecified blockmodel has been found, the analyst can assess its goodness-of-fit to the actual network and contrast it with the goodness-of-fit of the best possible atheoretical blockmodel with the same number of positions. Second, inductively generated explorative blockmodels could benefit from the optimization routines of direct approaches in order to avoid the misplacement of specific actors and decide on the positioning of dubious cases, thus ultimately refining the initial results obtained from indirect procedures. In order to illustrate our methodological proposal, we make use of two empirical interorganizational networks: one reflecting collaboration between political actors involved in climate policy in the UK , and the other, showing patterns of co-participation in environmental collective action in Spain’s Basque Country. ## Concept, implementation and first results of a social network analysis to support cross-company workplace health management **Authors**: Gabriele Fohr, Bert Droste-Franke, Carina Hoffmann and Andrea Schaller **Abstract**: Since the Prevention Act from July 2015, workplace health promotion (WHP) has been a crucial setting for prevention in Germany. This is especially true for small- and medium-sized enterprises, which often lack the resources for WHP [Taylor 2016]. Within the KomRueBer project, funded by German Federal Ministry of Health (BMG), a cross-company network for promoting physical activity has been set up in a business park in North Rhine-Westfalia, Germany. With the BIG-Manual as a theoretical framework and step-by-step guidance for physical activity promotion, the cross-company network has been developed by a network manager. Its phases (A) finding, (B) preparation, and (C) cooperative planning process, are being evaluated by SNA methods. In line with the focus on the workplace, on the individual or node level we modelled a network of companies located at the business park and engaged in WHP, as well as other supporting organizations, that form the cross-company network of WHP. In addition, a second type of node was introduced: the sequenced events of the finding, preparation, and cooperative planning phase. We then got a two-mode network of WHP with events and participating organizations, aggregated for each time step (current time step plus earlier time steps). It was projected to one-mode to be able to calculate network-specific measures. The analysis covers first results in terms of visualisations (two-mode and one-mode, t1 to t5) as well as individual (company level) and community (cross-company level) network metrics. We were able to identify key actors and their roles within the network, and to evaluate the development of the complete network over time. Further work has to be done to evaluate following time steps, subgroups, non-responder, and a potentially conducive network composition for WHP. ## Who steps up after a merger? The effects of boundary-spanning on post-merger taking charge behavior **Authors**: Stefan Breet, Lotte Glaser and Justin Jansen **Abstract**: Although prior research on mergers and acquisitions (M&As) has suggested that cross-legacy boundary-spanners serve as organizational change agents, an emerging line of research highlights the costs of developing and maintaining boundary-spanning ties. Building on the social networks and organizational identification literatures, we develop a social network perspective on cross-legacy boundary-spanning and post-merger taking charge behavior. More specifically, we argue that employees without boundary-spanning ties are more likely to engage in taking charge behavior when they are closely connected to the boundary-spanners of their legacy organizations. Our analysis of the social network of a post-merger organization shows that cross-legacy boundary-spanning has a negative effect on taking charge behavior, while proximity to boundary-spanners has a positive effect. Our study also reveals that the positive effect of proximity on taking charge behavior is strongest for employees who weakly identify with the new organization. ## Organizational change and social network resilience among scientists over 20 years: A multilevel approach **Authors**: Emmanuel Lazega, Avner Bar-Hen, Béatrice Milard and Antoine Descoubet **Abstract**: Analyses of multilevel (“Fish/Pond”) networks of superposed and partially connected interdependencies (the first being inter-organizational, the second inter-individual) have shown the importance, as explanatory factors of scientists “performance”, of the size and centrality of researchers’ laboratories at the inter-organizational level relative to the importance of their own individual centrality in inter-individual networks. In this paper we take advantage of the fact that the period under examination in this study was a period of great reorganization of laboratories in French cancerology to look at the resilience of inter-individual networks over time as organizational contexts change or disappear. We track the institutional trajectory of 127 top level researchers and look at the extent to which co-authorship ties survive between these individuals over twenty years in spite of (or thanks to?) multiplication of affiliations, bifurcations and mobility from one organizational context to the other. We interpret the result in light of a combined theory of collegiality and its emphasis on the importance of personalized relationships for the coordination of collective agency in innovative activities such as scientific research. But also in light of public policy strategies using organizational “lego games” to drive scientific research and resistance to such strategies. ## Establishing publication profiles of Russian universities: bipartite institution/journal network co-clustering approach **Authors**: Angelika Tsivinskaya **Abstract**: Over the last decade, research on bibliometric networks has received a lot of attention but it usually focused either on citation networks or on collaboration networks. These bibliometric networks are usually based on direct relations between publications or focused on the collaborations formed at the level of authors or institutions (Carusi et al. 2019). The aim of our analysis is to build a map of institutions and identify groups of universities similar in terms of publication profiles using a two-mode network between universities and journals (García et al. 2012). This research is grounded on the idea that researchers from different institutions prefer to publish their work in a different subset of journals in terms of not only disciplinary mixture but also quality and impact. The organisational culture can have a great impact on the choice of where to publish, especially if the cash-per-publication reward policy is present (Quan et al. 2017). The relationship between in! stitutions and journals is utilized to identify scientific community clusters employing a co-clustering detection on a bipartite network. The suggested approach has the potential of leading not only to the detection of academic institution communities based on the similarity of their research output but also to the clustering of scientific journals based on which are the most representative of each community. This methodology does not rely on predefined categories for publication profiles and purely based on similarity in term of publication strategies (Carusi et al. 2019). Our proposed approach is applied to the Russian universities using the data collected from the national bibliometric database (RISC). We chose this source over other alternatives as it has better coverage of journals compare to international databases which are skewed towards natural sciences and the English language. With our data, we have an opportunity to identify whether universities strive to publish in international journals or oriented towards the production of knowledge only for the local market. --- ## Innovation and Entrepreneurship in Context - Organization: Radboud University Nijmegen - Date: 2021-09-06 - Tags: Innovation, Innovation Management, Entrepreneurship - Source: https://www.stefanbreet.com/teaching/courses/2021-2022/innovation-and-entrepreneurship-in-context/ # Course Description In this course, students learn about the roles of innovation and entrepreneurial behavior in the creation of new businesses, and in the further development of existing companies. They study the relevant actors and processes, with a focus on the role of different contexts and their effect on innovative behavior. They identify the most important stakeholders, networks, and opportunity structures that influence the success and failure of entrepreneurship. # Learning Goals By the end of the course students will be able to: - Understand innovation and entrepreneurial processes in their context - Recognize the most important internal and external aspects of entrepreneurship - Conduct a holistic analysis of the empirical data that they gather through a case study on innovation and entrepreneurship (in relation to the prescribed and discussed literature) # Lectures I gave four lectures on innovation management as part of this course: - Innovation Processes and Innovation Management - Idea Development and Relational Analytics - Idea Selection and Portfolio Management - Idea Implementation and Organizing for Innovation --- ## Necessary Condition Analysis (NCA): Logic, Theory, Methodology, and New Applications - Role: Presenter - Event: Academy of Management Annual Meeting - Organization: Academy of Management - Date: 2021-08-03 - Tags: Necessary Condition Analysis - Source: https://www.stefanbreet.com/service/workshops/2021/08/03/necessary-condition-analysis-logic-theory-methodology-applications/ # Workshop Description In this workshop you will learn how to conduct Necessary Condition Analysis. This emerging method was recently published in the journal Organizational Research Methods (2016, 2018) and in the Sage book "Conducting Necessary Condition Analysis" (2020). NCA is now used in many fields including Strategy, OB, HRM, Operations, and Entrepreneurship and International Management. NCA understands cause-effect relations as “necessary but not sufficient” and not as additive and average logic that is used in regression analysis. “Necessary” means that an outcome will not occur without the right level of the condition, independently of the rest of the causal structure (thus the condition can be a “bottleneck”, “critical factor”, “constraint”). In practice, the right level must be put and kept in place to avoid guaranteed failure, and to allow the outcome to exist. NCA can be used as a stand-alone tool or in combination with regression and other approaches. By adding a different logic and data analysis approach, NCA adds both rigor and relevance to theory and data analysis. This interactive session familiarizes scholars with the method and has two parts. Part 1 is a general introduction discussing the importance of necessary conditions, illustrated with examples from different fields. Part 2 helps participants to become the first users of NCA in their field, with a practical demonstration about the application of NCA on how to build necessity theories, and how to analyze data for testing such theories using the NCA software. This session is open to anyone and does NOT require registration or preparation. For information in NCA please visit the website www.erim.nl/nca. For information about the session you can contact jdul@rsm.nl --- ## Who steps up after a merger? The effects of boundary-spanning on post-merger taking charge behavior - Role: Presenter - Event: Academy of Management Annual Meeting - Organization: Academy of Management - Date: 2021-08-01 - Tags: Mergers & Acquisitions, Boundary-Spanning, Taking Charge Behavior, Social Networks - Source: https://www.stefanbreet.com/research/talks/2021/08/01/who-steps-up-after-a-merger-aom-2021/ ## Session Details The talk was part of the session "Employee Voice and Change (session 517)" organized by the [Organizational Behavior (OB) division](http://obweb.org/home) of the Academy of Management. The session consisted of four presentations that all revolved around the proactive behavior of employees. ### Why ethical leadership generate moral voice: A dual-route model **Authors**: ChungJen Chien, Liew Yueah-Cin, and Yu-Chi Lin (College of Management, Yuan Ze University) **Abstract**: Ethical leadership has been recognized as a critical factor influencing employees’ ethical behaviors. However, only a few research has empirically examined the effect of ethical leadership, not to mention its psychological process. To address this research gap, we adapt the coo/hot framework to explain the relationship between ethical leadership and moral voice. A total of 217 leader-follower dyad data were obtained from companies in Taiwan. The result reconfirmed the cognitive process (moral efficacy) and proposed another new affective process (affective attachment). Besides, it was also found that the effect of these two routes depends on the followers’ moral identity. The moral efficacy route works only when the follower has a higher moral identity; however, the affective attachment route is more substantial when the follower has a lower moral identity. In conclusion, this research confirmed the dual paths of ethical leadership and elucidated its critical boundary condition. Through this dual-route model, we can integrate social learning theory and social exchange theory to depict a complete picture of ethical leadership. It is hope that the findings can inspire further studies to investigate the mechanisms and consequences of ethical leadership. ### Perceived Organizational History and its Influence on Employees’ Daily Change Behaviors **Authors**: Kai Christian Borman (Bielefeld University) and Fabian Bernhard (EDHEC Business School) **Abstract**: An increasing number of scholars have emphasized the implications of organizational history for understanding organizational behavior. Yet little is known how individuals’ perceptions of the past can positively or negatively affect proactive change behaviors. In this study we first theoretically develop and empirically validate a measure for perceived organizational history. Three validation studies lend support for three distinctive constructs of perceived promotive, prohibitive and presence of history. We then use two diary studies to test the influence of perceived history on employees’ daily change behaviors. Noting individuals’ different time orientations, we also examine moderating effects of mindfulness and feelings of nostalgia. The findings add to current knowledge on how the appraisal of imprints of the past can make employees promote or decline change. Important implications for organizations are drawn. ### Who steps up after a merger? The effects of boundary-spanning on post-merger taking charge behavior **Authors**: Stefan Breet (Radboud University Nijmegen), Lotte Glaser (Erasmus University Rotterdam), and Justin J.P. Jansen (Erasmus University Rotterdam) **Abstract**: Although prior research on mergers and acquisitions (M&As) has suggested that cross-legacy boundary-spanners serve as organizational change agents, an emerging line of research highlights the costs of developing and maintaining boundary-spanning ties. Building on the social networks and organizational identification literatures, we develop a social network model and explore the influence of boundary-spanning on post-merger taking charge behavior. More specifically, we argue that employees without boundary-spanning ties are more likely to engage in taking charge behavior when they are closely connected to the boundary-spanners of their legacy organizations. Our analysis of the social network of a post-merger organization shows that cross-legacy boundary-spanning has a negative effect on taking charge behavior, while proximity to boundary-spanners has a positive effect. Our study also reveals that the positive effect of proximity on taking charge behavior is strongest for employees who weakly identify with the new organization. ### Why and How Manager Promotive and Preventive Psychological Ownership Influence Voice Endorsement **Authors**: Jinyun Duan (East China Normal University), Wang Xiaotian (East China Normal University), Yue Xu; Xi'an (Jiaotong-Liverpool University), and Lixiaoyun Shi (East China Normal University). *Designated as a “Best Paper” for OB* **Abstract**: By considering the literature on psychological ownership and regulatory focus theory, this study explored why and how two distinct forms of managers’ psychological ownership (i.e., promotive and preventive) influenced voice endorsement. Results from a time-lagged field study and an experimental scenario study revealed that managers’ promotive psychological ownership was positively correlated, while preventive psychological ownership was negatively correlated with voice endorsement through openness to change. Moreover, the group promotive voice strengthened the positive indirect effect of managers’ promotive psychological ownership on voice endorsement via openness to change, whereas its prohibitive voice strengthened the negative indirect effect of preventive psychological ownership on voice endorsement via openness to change. Finally, implications for manager-centered and team-level studies for voice endorsement, as well as practice, are discussed in the paper. --- ## Who steps up after a merger? The effects of boundary-spanning on post-merger taking charge behavior - Role: Presenter - Event: EGOS Colloquium - Organization: European Group for Organizational Studies (EGOS) - Date: 2021-07-09 - Tags: Mergers & Acquisitions, Boundary-Spanning, Taking Charge Behavior, Social Networks - Source: https://www.stefanbreet.com/research/talks/2021/07/09/who-steps-up-after-a-merger-egos-colloquium-2021/ # Session Details The presentation is part of Session 1781: Innovation and the Role of Diversity, Inclusion and Networks. The session consists of the following four presentations: - **Who steps up after a merger? The effects of boundary-spanning on post-merger taking charge behavior** by Stefan Breet, Lotte Glaser and Justin Jansen. Discussant(s): Slobodan Kacanski - **New inter-organizational knowledge tie formation after firm relocation: Investigating the impact of the spatial, relational, and temporal contexts** by Leon A.G. Oerlemans, Melda Atakhan-Kenneweg and Jörg Raab. Discussant(s): Stefan Breet - **How strong are relationships between board members and their audit partners? A network analysis of the EY and KPMG merger case** by Slobodan Kacanski, Kim Klarskov Jeppesen and Peng Wang. Discussant(s): Leon Oerlemans --- ## Who steps up after a merger? The effects of boundary-spanning on post-merger taking charge behavior - Role: Presenter - Organization: Radboud University Nijmegen - Date: 2021-07-01 - Tags: Mergers & Acquisitions, Boundary-Spanning, Taking Charge Behavior, Social Networks - Source: https://www.stefanbreet.com/research/talks/2021/07/01/who-steps-up-after-a-merger-radboud-university-nijmegen/ **Abstract.** Although prior research on mergers and acquisitions (M&As) has suggested that cross-legacy boundary-spanners serve as organizational change agents, an emerging line of research highlights the costs of developing and maintaining boundary-spanning ties. Building on the social networks and organizational identification literatures, we develop a social network model and explore the influence of boundary-spanning on post-merger taking charge behavior. More specifically, we argue that employees without boundary-spanning ties are more likely to engage in taking charge behavior when they are closely connected to the boundary-spanners of their legacy organizations. Our analysis of the social network of a post-merger organization shows that cross-legacy boundary-spanning has a negative effect on taking charge behavior, while proximity to boundary-spanners has a positive effect. Our study also reveals that the positive effect of proximity on taking charge behavior is strongest for employees who weakly identify with the new organization. --- ## Sustainable Entrepreneurship Project - Organization: Radboud University Nijmegen - Date: 2021-01-25 - Tags: Entrepreneurship, Sustainability, Sustainable Entrepreneurship, Social Entrepreneurship - Source: https://www.stefanbreet.com/teaching/courses/2020-2021/sustainable-entrepreneurship-project/ In this course, students learn how organizations can practice sustainable entrepreneurship. The course is part of the Bachelor of Science (BSc) in Business Administration programme of the [Radboud University Nijmegen](http://www.ru.nl). # Course Description The primary research programme of the Department of Business Administration at the Radboud University Nijmegen focuses on the Responsible Organization. This programme addresses the multiple values underlying responsibility, the conditions required to realize those values and the interventions geared to the transition of organisations toward responsible organizations. The Sustainable Entrepreneurship Project offers Bachelor students the opportunity to study one aspect of the Responsible Organization. They learn how organizations can practice sustainable entrepreneurship and which conditions play an important role. The course offers two perspectives that can be used to answer this question. The environmental and ecological perspective focuses on the effects of organizations on the environment. The diversity and social perspective focuses on workforce diversity and its value for organizations. Students write two assignments. Together with two classmates, they write a research proposal that examines how an organization or entrepreneur can become more sustainable. The research proposal consists of an introduction, theory section, and methodology chapter. They also write an individual assignment in which they review the academic literature on a subtopic of sustainable entrepreneurship. This individual assignment will be part of the theoretical chapter of the group assignment. # Learning Goals The project has a substantive and a methodological goal, which are both in line with the qualifications for conceptual thinking and academic research expected in the Bachelor of Science (BSc) in Business Administration programme: 1. At the end of this project, students will have gained knowledge and insight into theories and concepts in the field of sustainable entrepreneurship 2. At the end of this project, students will know how to write a research plan or a research design that describes the project scope, purpose and objective; the choice of theory; the research approach and method; and the collection and analysis of empirical data in a logical and substantiated way --- ## Master Thesis in Business Administration - Organization: Radboud University Nijmegen - Date: 2021-01-01 - Tags: Corporate Entrepreneurship, Intrapreneurship, Social Networks, Social Capital - Source: https://www.stefanbreet.com/teaching/courses/2020-2021/master-thesis-in-business-administration/ # Aim of the Master Thesis Trajectory The aim of the master thesis trajectory is that students develop and demonstrate their ability to conduct a well-substantiated piece of academic research about a scientifically relevant topic in business administration in an independent manner. The students do this by showing that they are capable of writing a scientific report (the master thesis), presenting it in a comprehensive manner, and defending the thesis in front of experts in the field (Master Thesis Handbook, Nijmegen School of Management 2020-2021). # Thesis Themes ## Theme 1: Managing the Corporate Entrepreneurship Paradox The idea that established firms can defend a unique competitive position for a long period of time is no longer a given. This is especially true for industries in which start-ups enthusiastically challenge the status quo by doing things better, faster, and cheaper. In the face of disruptive circumstances—such as digital competition or the current COVID crisis—established firms have to reinvent themselves in order to survive. Corporate Entrepreneurship (CE)—which is the ability of organizations to simultaneously engage in opportunity-seeking (entrepreneurship) and advantage-seeking (strategic management) activities—can provide the key to survival. Striking the balance between entrepreneurship and strategic management, however, is a paradoxical challenge: entrepreneurship is about exploring new opportunities that will help the organization to meet future demands, while strategic management is about exploiting existing capabilities that are successful now. If you choose this research theme, you will investigate how organizations can manage the Corporate Entrepreneurship paradox and reconcile the conflicting nature of opportunity- and advantage-seeking activities. Potential research questions are: - What is the impact of the COVID crisis on formal and informal CE? - How does the composition of the top management team influence the pursuit and implementation of CE strategies? - Do specific HR practices (e.g., recruitment, selection, training, compensation, and evaluation systems) develop and motivate corporate entrepreneurial behavior? - What is the role of managerial cognition in recognizing opportunities and responding to environmental threats? - What kind of organizational structures stimulate CE? ## Theme 2: Social Capital & Entrepreneurial Behavior Companies increasingly recognize the importance of bottom-up innovation and experiment with different organizational forms that stimulate employees to behave entrepreneurially and come up with novel ideas. While past models of entrepreneurial behavior have focused on individual attributes (such as personal skills and experience) or the organizational context (such as management support or performance management), scholars increasingly recognize the importance of the relationships that tie employees together: their social network. Research indeed shows that social capital—the value that people get from their relationships—strongly influence the generation and the implementation of ideas (Baer, Evans, Oldham, & Boasso, 2015; Burt, 2005). If you choose this research theme, you will investigate how social capital affects the ability of employees to identify, exploit, and implement entrepreneurial opportunities. In doing so, you will develop a fine-grained understanding of social capital and intrapreneurship, which are important elements of entrepreneurial strategies (Hitt, Ireland, Sirmon, & Trahms, 2011; Ireland, Hitt, & Sirmon, 2003). Potential research questions are: - What is the impact of the COVID crisis on the way employees interact with each other? How does working remotely affect entrepreneurial behavior? - How do different types of social capital stimulate or hinder intrapreneurial behavior? - What are the personality characteristics (human capital) that allow people to leverage their relationships (social capital) to seize entrepreneurial opportunities? - What is the role of top managers in stimulating intrapreneurial behavior? - What types of social capital are necessary for the generation and implementation of ideas? How should managers change the structure of intra-organizational networks? --- ## Is High Innovative Performance without Brokerage Possible? A Necessary Condition Analysis - Role: Presenter - Event: Strategic Management Society Annual Meeting - Organization: Strategic Management Society - Date: 2020-10-27 - Tags: Social Network Analysis, Necessary Condition Analysis, Individual Innovation - Source: https://www.stefanbreet.com/research/talks/2020/10/27/necessary-condition-analysis-brokerage-innovative-performance/ ## Abstract The ability of employees to identify, evaluate, and exploit novel ideas is an important source of innovation and competitive success. Drawing upon social network theory and the complementary fit perspective on brokerage, this study shows that network brokerage (connecting otherwise unconnected colleagues) is a necessary but not sufficient condition for reaching high levels of innovative performance. Results from a social network analysis of a professional services firm show that closed workplace social networks serve as straitjackets that limit the discovery and pursuit of entrepreneurial opportunities. The absence of brokerage, therefore, guarantees the absence of high levels of innovative performance. Our results show that employees in closed networks can only partly—not fully—compensate for the absence of brokerage. **Co-authors:** Lotte Glaser, Justin Jansen, and Jan Dul. ## Session Details The presentation is part of Session 1781: **Innovation and the Role of Diversity, Inclusion and Networks**. The session consists of the following four presentations: - **Try, Try, Try Again? Persistence and the Gender Innovation Gap** by Gauri Subramani, Abhay Aneja, and Oren Reshef (University of California, Berkeley) - **When Strong Ties Benefit Innovation: The Effects of Attenuated Gender Role Bias** by Jieun Lee and Joel Andrus (University of Missouri) - **What Drives Inclusive Innovations? The Importance of Innovators' Backgrounds** by Josh Feng, (University of Utah), Xavier Jaravel (LSE), and Elias Einio (VATT Institute for Economic Research) - **Is High Innovative Performance without Brokerage Possible? A Necessary Condition Analysis** by Stefan Breet, Lotte Glaser, Jan Dul, and Justin Jansen (Erasmus University Rotterdam) --- ## Necessary Condition Analysis (NCA): Logic, Theory, Methodology, and New Applications _A professional development workshop about the logic, theory, methodology, and application of Necessary Condition Analysis._ - Role: Presenter - Event: Academy of Management Annual Meeting - Organization: Academy of Management - Date: 2020-08-09 - Tags: Necessary Condition Analysis - Source: https://www.stefanbreet.com/service/workshops/2020/08/09/necessary-condition-analysis-logic-theory-methodology-new-applications/ ## Workshop Description In this workshop you will learn how to conduct Necessary Condition Analysis. This emerging method was recently published in the journal Organizational Research Methods (2016, 2018) and is further described in the Sage book ‘Conducting Necessary Condition Analysis' (2020). NCA is now used in many fields including Strategy, OB, HRM, Operations, and Entrepreneurship and International Management. NCA understands cause-effect relations as “necessary but not sufficient” and not as additive and average logic that is used in regression analysis. “Necessary” means that an outcome will not occur without the right level of the condition, independently of the rest of the causal structure (thus the condition can be a “bottleneck”, “critical factor”, “constraint”). In practice, the right level must be put and kept in place to avoid guaranteed failure, and to allow the outcome to exist. NCA can be used as a stand-alone tool or in combination with regression and other approaches. By adding a different logic and data analysis approach, NCA adds both rigor and relevance to theory and data analysis. This interactive session familiarizes scholars with the method and has two parts. Part 1 is a general introduction discussing the importance of necessary conditions, illustrated with examples from different fields. Part 2 helps participants to become the first users of NCA in their field, with a practical demonstration about the application of NCA on how to build necessity theories, and how to analyze data for testing such theories using the NCA software. For more information about NCA see www.erim.eur.nl/nca or contact jdul@rsm.nl. No preparations required. ## Workshop Information - *Presenter*: Jan Dul, Rotterdam School of Management, Erasmus University - *Presenter*: Stefan Breet, Rotterdam School of Management, Erasmus University - *Presenter*: Zsofia Toth, University of Nottingham - *Presenter*: Nicole Richter, University of Southern Denmark *Workshop Sponsors*: Human Resource Management (HR) Division, Research Methods (RM) Division, Strategic Management (STR) Division, (OCSM) Division. --- ## The Social Constellation of Star Employees: Why an Open Network is Necessary for High Levels of Individual Innovation in Professional Service Firms - Role: Presenter - Organization: emlyon - Date: 2020-07-16 - Tags: Social Networks, Social Network Analysis, Necessary Condition Analysis, Innovative Performance - Source: https://www.stefanbreet.com/research/talks/2020/07/16/why-an-open-network-is-necessary-for-high-levels-of-individual-innovation-in-professional-service-firms/ Building upon the literature on social networks and individual innovation, we argue that an open network position is a necessary condition for achieving high levels of individual innovation in professional service firms. Using survey data on the knowledge sharing relationships and innovative behavior of professional service employees, we conduct a necessary condition analysis and show that closed networks prevent employees from achieving high levels of individual innovation. In contrast with current theorizing, our results suggest that it is not possible for employees in closed networks to fully compensate for the information disadvantage of their network position. An important insight of our study is that star employees can only thrive in open networks. We discuss the implications of these findings for the literature on star employees, social networks, and individual innovation. --- ## Stepping Up or Laying Low? A Social Network Perspective on Post-Merger Taking Charge Behavior - Role: Presenter - Event: SUNBELT - Organization: International Network for Social Network Analysis - Date: 2020-07-14 - Tags: Social Networks, Social Network Analysis, Taking Charge Behavior, Post-Merger Integration, Mergers & Acquisitions - Source: https://www.stefanbreet.com/research/talks/2020/07/14/a-social-network-perspective-on-post-merger-taking-charge-behavior/ The ability of employees to take charge—which is defined as change-oriented behavior aimed at improvement—is essential for the long-term adaptability of organizations. Prior research has shown that organizational identification—or the extent to which people define themselves in terms of their membership in a particular organization—serves as an important antecedent of their propensity to take charge. However, the literature also shows that in post-merger situations—which are characterized by high levels of uncertainty—organizational identification becomes highly ambiguous. At the same time, it is in these uncertain situations that extra-role behaviors such as taking charge are especially valuable, because roles, teams and the organization are less well-defined. This leads to the question under which conditions employees in uncertain situations will step up and take charge, even though they do not strongly identify with the post-merger company. To answer this question, we integrate social network research with the literature on organizational identification and taking charge behavior. Prior work has shown that post-merger integration causes the reconfiguration of the network of intra-organizational relationships that form the basis of organizational identification. Especially in times of uncertainty, however, people tend to make their workplace social networks smaller and shift their communication from formal to informal network ties. We extend this work and explore the interaction between workplace social networks and organizational identification, to gain insights into post-merger taking charge behavior. More specifically, we examine how the network ties of employees can mitigate low levels of organizational identification and stimulate employees to take charge. We gathered rich social network data from 123 employees and 36 managers working for a post-merger company one year after the merger. We collected data on different types of relationships relevant to taking charge behavior, including sharing advice and information (advice ties), providing support for new initiatives (buy-in ties), helping to generate novel ideas (innovation ties), and affecting the outcome of important decisions (influence ties). In addition, we used different sources to collect data on the personality characteristics, organizational identification, and taking charge behavior of our respondents. We discuss the implications of our findings for the literatures on taking charge behavior, organizational social networks, organizational identification, and post-merger integration. --- ## An Introduction to Necessary Condition Analysis for Social Network Research - Role: Presenter - Event: SUNBELT - Organization: International Network for Social Network Analysis - Date: 2020-06-12 - Tags: Necessary Condition Analysis, Social Network Analysis - Source: https://www.stefanbreet.com/service/workshops/2020/06/12/introduction-to-necessary-condition-analysis-for-social-network-research/ This workshop will provide an introduction to Necessary Condition Analysis (NCA). NCA can be used to test whether a condition (X) is necessary but not sufficient for an outcome (Y). It provides a new perspective on existing phenomena and is complementary to the regression-based modeling that we usually apply. When a condition is necessary for an outcome, the outcome does not exist without the condition. The condition serves as a "bottleneck", "critical factor", or "constraint". This resonates with the social networks literature in which the limitations of certain relationships or network positions are often considered. NCA allows us to quantify those limitations and to answer questions like "is a brokerage position necessary for creativity?", "is a closed network position necessary for trust?", and "are positive ties necessary for a person's wellbeing?". This interactive workshop will teach participants the logic and importance of necessary conditions, illustrated with examples form different fields. We will also compare NCA to other methods, such as regression analysis. The workshop will help participants to become the first users of NCA in their field, with hands-on instructions about how to build necessity theories, and how to analyze data for testing such theories using the NCA R software. You can sign up for the workshop on the [INSNA website](https://www.insna.org/events/introduction-to-necessary-condition-analysis). --- ## Is it about who you know or what you are? A social network perspective on intrapreneurship _Lecture 4 - Advanced Topics in Strategic Entrepreneurship_ - Organization: Erasmus University Rotterdam - Date: 2020-04-27 - Tags: Social Networks, Social Network Analysis, Social Capital, Intrapreneurship - Source: https://www.stefanbreet.com/teaching/lectures/2020/04/27/social-network-perspective-on-intrapreneurship/ To understand individual outcomes such as performance or creativity, managers traditionally look at the individual attributes of employees. A well-established body of research, however, shows that their workplace relationships play an equally important role. In this lecture, we will discuss the foundations of social network analysis and explore its application in strategic entrepreneurship research. We will focus primarily on how the structure of workplace social networks enable or constrain intrapreneurship. This lecture is part of the [Advanced Topics in Strategic Entrepreneurship](/courses/2019-2020/advanced-topics-in-strategic-entrepreneurship/) course. This doctoral course provides an overview of the latest developments in strategic entrepreneurship research. ## Required Readings - Burt, R. S. 2004. Structural holes and good Ideas. **American Journal of Sociology**, 110(2): 349–399. - Rhee, L., & Leonardi, P. M. 2018. Which pathway to good ideas? An attention‐based view of innovation in social networks. **Strategic Management Journal**, 39: 1188–1215. - Breet, J.S., Dul, J., Glaser, L., & Jansen, J.J.P. Is High Innovative Performance without Brokerage Possible? A Necessary Condition Analysis. Working Paper. --- ## Advanced Topics in Strategic Entrepreneurship - Organization: Erasmus University Rotterdam - Date: 2020-04-17 - Tags: Strategic Entrepreneurship, Corporate Entrepreneurship - Source: https://www.stefanbreet.com/teaching/courses/2019-2020/advanced-topics-in-strategic-entrepreneurship/ This course provides an overview of the latest developments in strategic entrepreneurship research. A team of eight scholars from the Department of Strategy and Entrepreneurship at the Rotterdam School of Management highlights different aspects of the strategic entrepreneurship field. The team consists of [Justin Jansen](https://scholar.google.nl/citations?user=_WFAyG4AAAAJ&hl=en&oi=ao), [Tom Mom](https://scholar.google.nl/citations?hl=en&user=hZALjJ4AAAAJ), [Vareska van de Vrande](https://scholar.google.nl/citations?hl=en&user=wlGd7KYAAAAJ), [Anna Nadolska](https://scholar.google.nl/citations?hl=en&user=vFVyzzUAAAAJ), [Korcan Kavusan](https://scholar.google.nl/citations?hl=en&user=Qoqt_KgAAAAJ), Jitse Duijsters, and me. I gave a lecture on the role of intra-organizational networks and intrapreneurship: "[Is it about who you know or what you are? A social network perspective on intrapreneurship](/lectures/2020/04/27/social-network-perspective-on-intrapreneurship/)". # Course Description The goal of the course is to familiarize students with fundamental theories and concepts, empirical approaches, and current topics of the field of strategic entrepreneurship. Students will be able to better formulate and motivate research questions, contributions, implications, and opportunities for engaged strategizing in the domain of strategic entrepreneurship. The course contains three blocks. Each of them will cover classic and state-of-the-art research in a variety of strategic entrepreneurship topics including their foundational theories and empirical models. Block one focuses on internal corporate venturing, multi-level ambidexterity, strategic renewal, business model innovation, and high-growth scale-up firms. Block two on external corporate venturing, technology sourcing, corporate development, alliances and acquisitions, collaborative innovation, and corporate start-up collaboration. Block three on opportunity-seeking and advantage-seeking behaviors, strategic entrepreneurial leadership, and intra-organizational decision-making and interactions. --- ## Research Training & Bachelor Thesis - Organization: Erasmus University Rotterdam - Date: 2020-01-10 - Tags: Entrepreneurial Orientation, Corporate Entrepreneurship - Source: https://www.stefanbreet.com/teaching/courses/2019-2020/research-training-bachelor-thesis/ # Course Description The Research Training and Bachelor Thesis course is a methodology course for students of the Bachelor of Science (BSc) in Business Administration at the Rotterdam School of Management, Erasmus University. In this course, students acquire the skills necessary to critically assess scientific research and learn how to draw correct conclusions about a studied phenomenon. They also learn how to conduct a scientific study and write a report that clearly communicates their findings. # Theme Description The idea that established firms occupy a unique competitive position and are able to defend it for a long period of time does not longer apply to most industries. It is impossible for succesfull top management teams to rest on their laurels as young firms relentlessly challenge the status quo. A product or service that is superior today may be outdated tomorrow. Unencumbered by hierarchical decision-making processes, companies like Uber and AirBNB seem to appear out of nowhere and stir up entire industries. Competitive advantages evaporate quickly and companies bear the burden of the new rules of competition. A recent issue of the Economist featured the article “Reinventing the Company” in which they argued that corporate growth is stagnating and managers have to remodel their firms in order to survive. Half of the big American firms have shrinking profits and analysts expect the sales of the S&P 500 to fall. How do established firms bolster themselves against start-ups “fuelled by coffee and dreams”? If you choose this theme you will examine how firms are able to remain successful by adopting an entrepreneurial orientation – an approach to strategy characterized by innovativeness, proactiveness and risk taking. The hypothesis that will be studied is: "_The stronger a firm’s entrepreneurial orientation, the better it performs_". --- ## Corporate Entrepreneurship - Organization: Erasmus University Rotterdam - Date: 2019-11-25 - Tags: Corporate Entrepreneurship, Strategic Entrepreneurship - Source: https://www.stefanbreet.com/teaching/courses/2019-2020/corporate-entrepreneurship/ In this course, students learn how organizations can identify and pursue valuable opportunities that will help them adapt to changing circumstances. The course is part of the core curriculum of the Master of Science (MSc) in Strategic Entrepreneurship at the Rotterdam School of Management, Erasmus University. I taught the course together with [Lotte Glaser](https://scholar.google.nl/citations?user=Hti-330AAAAJ&hl=en&oi=ao). I served as the coordinator of the course and gave the following three lectures: - Lecture 1 - Entrepreneurship in Established Firms (with Lotte Glaser) - Lecture 2 - Social Networks, Social Capital, and Intrapreneurship - Lecture 4 - Ambidexterity # Course Description In today’s dynamic, turbulent, and continuously changing economic business environment, entrepreneurship is an essential and indispensable element in the success of every business organization—whether small or large, new or long-established and mature. Corporate entrepreneurship (or intrapreneurship) refers to activities involved in creating and exploiting new resource combinations in the context of existing corporations. Yet, the ability to think and act entrepreneurially and engage in ongoing processes of creativity often fails because established organizations present hostile environments for entrepreneurial ideas. This core course focuses primarily on organizational and managerial efforts aimed at the identification, development and exploitation of technical and organizational entrepreneurial ideas, the management of new product or process developments, and on effective new venture management in the context of large corporations. Topics include ways how organizations can stimulate corporate entrepreneurship, intra-organizational networks, entrepreneurial action, work context and organizational culture. # Learning Goals After following this course, students will be able to: - Conduct an "entrepreneurship audit" to assess how much the strategy and structure of an established corporation supports or constrains entrepreneurship - Explain how managers can overcome the obstacles to Corporate Entrepreneurship and explain how they can create work environments that facilitate innovation in established organizations. - Explain the complexity of Corporate Entrepreneurship and describe its different forms, contexts and levels. - Analyze strategic situations and design appropriate Corporate Entrepreneurship strategies - Distinguish different types of social capital and describe their effects on intrapreneurial behavior - Explain the leadership challenges and managerial capabilities of Corporate Entrepreneurship --- ## Master Thesis in Strategic Entrepreneurship - Organization: Erasmus University Rotterdam - Date: 2019-10-29 - Tags: Corporate Entrepreneurship, Strategic Entrepreneurship, Intrapreneurship, Social Capital, Social Networks - Source: https://www.stefanbreet.com/teaching/courses/2019-2020/master-thesis-in-strategic-entrepreneurship/ In this course, master students at the Rotterdam School of Management, Erasmus University learn to independently design and conduct an academic research projects within the field of strategic entrepreneurship. The students I coached conducted research related to the theme: _"Social Capital and Intrapreneurship_. # Theme Description The idea that established firms occupy a unique competitive position and are able to defend it for a long period of time does not longer apply to most industries. It is impossible for successful top management teams to rest on their laurels as young firms relentlessly challenge the status quo. A product or service that is superior today may be outdated tomorrow. Unencumbered by hierarchical decision-making processes, companies like Uber and AirBnB seem to appear out of nowhere and are able to stir up entire industries. As a result, established companies increasingly experiment with different organizational structures to become more agile and responsive. Examples are the Dutch bank ING, which recently copied the organizational structure of Spotify (which consists of loosely coupled, autonomous teams) and the telecommunications company KPN who works with scrum teams. Whatever approach they take, these companies try to create a culture in which employees are encouraged to behave as intrapreneurs. Implementing a strategic entrepreneurship (SE) strategy—which can be defined as “a longterm view of value creation that results from simultaneously engaging in opportunity-seeking (entrepreneurship) and advantage-seeking (strategic management) behaviors” (Hitt, Ireland, Sirmon, & Trahms, 2011: 70)—is a way in which established firms can adapt to changing circumstances. While past models of SE have focused on individual attributes (such as personal skills and experience) or the organizational context (such as management support or performance management), scholars increasingly recognize the importance of the relationships that tie employees together: their social network (Hollenbeck & Jamieson, 2015). Research shows that social capital — the "sum of actual and potential resources embedded within, available through, and derived from the network of relationships possessed by individuals or social units” (Nahapiet & Ghoshal, 1998: 243)— strongly influences the generation and the implementation of ideas (Baer, Evans, Oldham, & Boasso, 2015; Burt, 2005). Students who choose this research theme will investigate how social capital affects the ability of employees to identify, exploit, and implement entrepreneurial opportunities. In doing so, they will develop a fine-grained understanding of social capital and intrapreneurship, which are important elements of entrepreneurial strategies (Hitt, Ireland, Sirmon, & Trahms, 2011; Ireland, Hitt, & Sirmon, 2003). Moreover, they will contribute to a highly relevant research domain since more and more scholars call for studies that examine the role of social relationships in strategic entrepreneurship (Gedajlovic, Honig, Moore, Payne, & Wright, 2013; Hayton & Kelley, 2006; Kuratko, Hornsby, & Hayton, 2015) # Sample Research Question: 1. How do different types of social capital stimulate or hinder intrapreneurial behavior? 2. What are the personality characteristics (human capital) that allow people to leverage their social capital to seize entrepreneurial opportunities? 3. What is the role of top managers in stimulating intrapreneurial behavior? 4. What types of social capital are necessary for the generation and implementation of ideas? How should managers change the structure of intra-organizational networks? # Relevant Literature - Hollenbeck, J. R., & Jamieson, B. B. 2015. Human Capital, Social Capital, and Social Network Analysis: Implications for Strategic Human Resource Management. Academy of Management Perspectives, 29(3): 370–385. - Nahapiet, J., & Ghoshal, S. 1998. Social Capital, Intellectual Capital and the Organizational Advantage. Academy of Management Review, 23(2): 242–266. - Baer, M., Evans, K., Oldham, G. R., & Boasso, A. 2015. The Social Network Side of Individual Innovation: A Meta-Analysis and Path-Analytic Integration. Organizational Psychology Review, 5(3): 191–223. - Gedajlovic, E., Honig, B., Moore, C. B., Payne, G. T., & Wright, M. 2013. Social Capital and Entrepreneurship: A Schema and Research Agenda. Entrepreneurship Theory and Practice, 37(3): 455–478. - Hayton, J. C., & Kelley, D. J. 2006. A Competency-Based Framework for Promoting Corporate Entrepreneurship. Human Resource Management, 45(3): 295–308. - Hitt, M. A., Ireland, R. D., Sirmon, D. G., & Trahms, C. A. 2011. Strategic Entrepreneurship: Creating Value for Individuals, Organizations, and Society. Academy of Management Perspectives, 25(2): 57–75. - Kuratko, D. F., Hornsby, J. S., & Hayton, J. 2015. Corporate Entrepreneurship: The Innovative Challenge for a New Global Economic Reality. Small Business Economics, 45(2): 245–253. --- ## An Introduction to Necessary Condition Analysis (NCA) for Strategic Management Research - Role: Presenter - Event: Strategic Management Society Annual Meeting - Organization: Strategic Management Society - Date: 2019-10-19 - Tags: Necessary Condition Analysis, Strategic Management - Source: https://www.stefanbreet.com/service/workshops/2019/10/19/introduction-to-necessary-condition-analysis-for-strategic-management-research/ ## Workshop Description This workshop will provide an introduction to Necessary Condition Analysis (NCA). NCA is an upcoming methodological approach that can be used to test whether a condition (X) is necessary for an outcome (Y). It provides a new perspective on existing phenomena and is complementary to the regression-based modeling of average effects that we usually apply. When a condition is necessary for an outcome, the outcome does not occur without the condition. The condition serves as a "bottleneck", "critical factor", or "constraint". This resonates with the strategic management literature, in which we often consider the limitations of organizational choices and their outcomes. You can think of particular resource allocations that limit or enable competitive actions, or post-merger integration that serves as a bottleneck for M&A success. NCA allows us to quantify those limitations and to answer questions like "What type of postmerger integration is necessary for the success of a merger?", "Is top management team diversity necessary for high levels of firm performance?", and "What capabilities does a firm need to sustain its competitive advantage? ". We can answer these questions with a simple yes or no---yes, post-merger integration is necessary for merger and acquisition success---but we can also determine what level of the condition is necessary for what level of the outcome. Over the past couple of years, NCA has become an accepted approach for theorizing and empirically analyzing necessary-but-not-sufficient causality between conditions and outcomes. NCA has been successfully applied and published in different research areas, such as supply chain management, psychology, human resource management, and entrepreneurship. **Presenters:** Jan Dul & Stefan Breet **Sponsor:** Research Methods Community --- ## Is High Innovative Performance without Brokerage Possible? A Necessary Condition Analysis - Role: Presenter - Organization: University of Sydney - Date: 2019-09-19 - Tags: Necessary Condition Analysis, Brokerage, Social Networks, Innovative Performance - Source: https://www.stefanbreet.com/research/talks/2019/09/19/is-high-innovative-performance-without-brokerage-possible-a-necessary-condition-analysis/ It is a well-established notion that the network positions of employees can constrain or stimulate the generation of novel ideas. The social network literature traditionally distinguishes between brokerage and closure, thereby positing that closed network positions serve as straitjackets that limit the ability of employees to identify and pursue promising opportunities. More recent studies challenge this claim and argue that employees can compensate for the potential drawbacks of closed networks when their personal characteristics match their social environment. A question that has remain unanswered, however, is whether employees can fully compensate for a lack of brokerage or if they can only do so up to the maximum degree associated with their network position. The study I presented uses Necessary Condition Analysis (NCA) to show that brokerage is a necessary but not sufficient condition for the innovative performance of employees, such that low levels of brokerage prevent the presence of high levels of innovative performance. Our analyses of the intra-organizational advice networks of two different organizations confirm that the degree of advice brokerage imposes a strong upper boundary to the possible innovative performance of employees. We therefore provide evidence that social network positions do not only contribute to individual outcomes on average and ceteris paribus, but that they determine their maximum values as well. --- ## Eager or Vigilant? A Meta-Analytic Review of Organizational Responses to Performance Feedback - Role: Presenter - Organization: University of Kentucky - Date: 2019-08-30 - Tags: Meta-Analysis, Performance Feedback Theory, Regulatory Focus Theory - Source: https://www.stefanbreet.com/research/talks/2019/08/30/eager-or-vigilant-a-meta-analytic-review-of-organizational-responses-to-performance-feedback/ The notion that performance shortfalls trigger problemistic search and strategic change is the main premise of performance feedback theory and has inspired a burgeoning strand of literature. The empirical findings it produced, however, do not unequivocally support this claim and recent research has suggested that social and historical performance feedback might trigger different behavioral responses. To provide and explanation for these contradictory results, we draw upon regulatory focus theory and argue that historical performance shortfalls trigger eager strategies focused on change while social performance shortfalls trigger vigilant strategies focused on stability. Our meta-analytic synthesis of 54 primary performance feedback studies supports this idea and shows that organizations respond differently to social and historical performance feedback, with varying degrees of problemistic search and strategic change. --- ## Necessary Condition Analysis (NCA): Logic, Theory, Methodology, and Applications - Role: Presenter - Event: Academy of Management Annual Meeting - Organization: Academy of Management - Date: 2019-08-09 - Tags: Necessary Condition Analysis - Source: https://www.stefanbreet.com/service/workshops/2019/08/09/necessary-condition-analysis-logic-theory-methodology-and-applications/ The popularity of Necessary Condition Analysis (NCA) among management scholars is increasing. We organized a workshop at the Academy of Management Annual Meeting of 2019 in Boston for people who want to start with NCA or refresh the basics. With 49 attendees, the workshop was a great success. ## Workshop Description In this workshop you will learn how to conduct Necessary Condition Analysis. Necessary but not sufficient statements are commonplace in organizational and management publications. The logical meaning of a "necessary condition" for an outcome is that the outcome cannot exist without it; it is needed. Necessary Condition Analysis (NCA) is an upcoming approach for formulating and testing necessary condition theories. The method was recently published in Organizational Research Methods (2016, 2018) and is now used in many fields including HRM, Strategy, OB, Operations, and Entrepreneurship. NCA understands cause-effect relations as "necessary but not sufficient" and not as additive logic used in regression analysis. "Necessary" means that an outcome will not occur without the right level of the condition, independently of the rest of the causal structure (thus the condition can be a "bottleneck", "critical factor", "constraint"). In practice, the right level must be put and kept in place to avoid guaranteed failure, and to allow the outcome to exist. NCA can provide strong results that are complementary to traditional additive logic and regression approaches. By adding a different logic and data analysis approach, NCA adds both rigor and relevance to theory and data analysis. This interactive session familiarizes scholars with the method and has two parts. Part 1 is a general introduction discussing the importance of necessary conditions, illustrated with examples from different fields, and comparing NCA with regression analysis. Part 2 helps participants to become the first users of NCA in their field, with a practical demonstration about the application of NCA on how to build necessity theories, and how to analyze data for testing such theories using the NCA software. For more information about NCA see [www.erim.nl/nca](http://www.erim.nl/nca) More information about Necessary Condition Analysis can be found on [www.erim.nl/nca](http://www.erim.nl/nca). ## Workshop Information - *Organizer*: Jan Dul, Rotterdam School of Management, Erasmus University - *Presenter*: Sven Hauff, Helmut Schmidt University - *Presenter*: Stefan Breet, Rotterdam School of Management, Erasmus University - *Presenter*: Henk Van Rhee, Rotterdam School of Management, Erasmus University *Workshop sponsors*: Research Methods (RM) Division, Organization and Management Theory (OMT) Division --- ## Is High Innovative Performance without Brokerage Possible? A Necessary Condition Analysis - Role: Presenter - Organization: University of Kentucky - Date: 2019-03-29 - Tags: Necessary Condition Analysis, Brokerage, Social Networks, Innovative Performance - Source: https://www.stefanbreet.com/research/talks/2019/03/29/is-high-innovative-performance-without-brokerage-possible-a-necessary-condition-analysis/ To kick-off my research visit to the University of Kentucky, I presented a working paper at the Department of Management's weekly colloquium. I very much appreciate the supportive nature of the comments and the questions I received. I want to thank everybody who participated for their feedback! ## Description It is a well-established notion that the network positions of employees can constrain or stimulate the generation of novel ideas. The social network literature traditionally distinguishes between brokerage and closure, thereby positing that closed network positions serve as straitjackets that limit the ability of employees to identify and pursue promising opportunities. More recent studies challenge this claim and argue that employees can compensate for the potential drawbacks of closed networks when their personal characteristics match their social environment. A question that has remain unanswered, however, is whether employees can fully compensate for a lack of brokerage or if they can only do so up to the maximum degree associated with their network position. This study uses Necessary Condition Analysis (NCA) to show that brokerage is a necessary but not sufficient condition for the innovative performance of employees, such that low levels of brokerage prevent the presence of high levels of innovative performance. Our analysis of the advice relations among employees of a market research firm confirms that the degree of advice brokerage imposes a strong upper boundary to the possible innovative performance of employees. We therefore provide evidence that social network positions do not only contribute to individual outcomes on average and ceteris paribus, but that they determine their maximum values as well. --- ## Corporate Entrepreneurship - Organization: Erasmus University Rotterdam - Date: 2018-11-26 - Tags: Corporate Entrepreneurship, Strategic Entrepreneurship - Source: https://www.stefanbreet.com/teaching/courses/2018-2019/corporate-entrepreneurship/ In this course, students learn how organizations can identify and pursue valuable opportunities that will help them adapt to changing circumstances. The course is part of the core curriculum of the Master of Science (MSc) in Strategic Entrepreneurship at the Rotterdam School of Management, Erasmus University. I taught the course together with [Justin Jansen](https://scholar.google.nl/citations?user=_WFAyG4AAAAJ&hl=en&oi=ao) and [Lotte Glaser](https://scholar.google.nl/citations?user=Hti-330AAAAJ&hl=en&oi=ao). I served as the coordinator of the course and gave the following two lectures: - Lecture 1 - An Introduction to Corporate Entrepreneurship - Lecture 6 - Social Networks, Social Capital, and Intrapreneurship # Course Description In today’s dynamic, turbulent, and continuously changing economic business environment, entrepreneurship is an essential and indispensable element in the success of every business organization—whether small or large, new or long-established and mature. Corporate entrepreneurship (or intrapreneurship) refers to activities involved in creating and exploiting new resource combinations in the context of existing corporations. Yet, the ability to think and act entrepreneurially and engage in ongoing processes of creativity often fails because established organizations present hostile environments for entrepreneurial ideas. This core course focuses primarily on organizational and managerial efforts aimed at the identification, development and exploitation of technical and organizational entrepreneurial ideas, the management of new product or process developments, and on effective new venture management in the context of large corporations. Topics include ways how organizations can stimulate corporate entrepreneurship, intraorganizational networks, entrepreneurial action, work context and organizational ambidexterity. # Learning Goals After following this course, students will be able to: - Conduct an "entrepreneurship audit" to assess how much the strategy and structure of an established corporation supports or constrains entrepreneurship - Explain how managers can overcome the obstacles to Corporate Entrepreneurship and explain how they can create work environments that facilitate innovation in established organizations. - Describe how technological and organizational new business development can be effectively implemented in a corporate setting - Explain the complexity of Corporate Entrepreneurship and describe its different forms, contexts and levels - Analyze strategic situations and design appropriate Corporate Entrepreneurship strategies - Distinguish different types of social capital and describe their effects on intrapreneurial behavior - Understand the dynamics of corporate-start-up collaboration - Explain the leadership challenges and managerial capabilities of scaling up --- ## Do You Need to Be a Broker to Be Innovative? A Necessary Condition Analysis - Role: Presenter - Organization: University of Saskatchewan - Date: 2018-10-19 - Tags: Social Network Analysis, Necessary Condition Analysis, Innovative Performance, Brokerage - Source: https://www.stefanbreet.com/research/talks/2018/10/19/do-you-need-to-be-a-broker-to-be-innovative-a-necessary-condition-analysis/ I gave a virtual presentation to the Social Network Analysis Discussion Group of the University of Saskatchewan on October 18. I talked about my working paper on brokerage and innovative performance and the application of Necessary Condition Analysis. I want to thank Ana-Maria Bogdan for inviting me and all the participants for attending! We know that brokerage—the extent to which a person connects otherwise unconnected people—has a positive effect on the innovative performance of employees. In contrast to people who are part of strongly connected groups, brokers have access to diverse information that triggers their creativity and the generation of novel ideas. Moreover, it is easier for brokers to challenge the status quo as their behavior is not constrained by strong group norms and their ideas are not influenced by groupthink. What we do not know, however, is whether brokerage is necessary for innovative performance, such that high levels of innovative performance can only be achieved with high levels of brokerage. Although the literature on brokerage clearly supports its positive effect on innovative performance, more recent studies suggest that people in closed networks have the same innovative potential as brokers do. According to this perspective, people can compensate for the negative effects of network closure by adopting a certain cognitive style or increasing the bandwidth of their relationships. We therefore ask the question: does someone needs a broker position to be innovative or not? During this talk, I will present a working paper in which my co-authors and I explore this question. We combine social network analysis with Necessary Condition Analysis (NCA)—a novel methodology that can be used to determine whether a certain condition (X) is necessary but not sufficient for a certain outcome (Y). I will discuss the theoretical foundations of our research question as well as the logic behind NCA and its application to social network data. I am looking forward to hearing your thoughts and comments! # Background readings: ## Readings about Brokerage & Innovative Performance - [Burt, R. S. (2004). Structural Holes and Good Ideas. American Journal of Sociology, 110(2), 349–99.](https://doi.org/10.1086/421787) - Burt, R. S. (2005). Brokerage and Closure: An Introduction to Social Capital. New York: Oxford University Press. - [Carnabuci, G., & Dioszegi, B. (2015). Social Networks, Cognitive Style, and Innovative Performance: A Contingency Perspective. Academy of Management Journal, 58(3), 881–905.](https://doi.org/10.5465/amj.2013.1042) ## Readings about Necessary Condition Analysis - [Dul, J. (2015). Necessary Condition Analysis: More Value from Data. RSM Discovery, 23, 8–11.](https://repub.eur.nl/pub/78679) - [Dul, J. (2016). Necessary Condition Analysis (NCA): Logic and Methodology of “Necessary but Not Sufficient” Causality. Organizational Research Methods, 19(1), 10–52.](https://doi.org/10.1177%2F1094428115584005) - [Breet, J. S., van Rhee, H., & Dul, J. (2018). Necessary Condition Analysis (NCA) in Three Steps: A Demonstration.](https://www.researchgate.net/publication/327318327_Necessary_Condition_Analysis_NCA_in_Three_Steps_A_Demonstration) --- ## Performance Feedback, Problemistic Search and Strategic Change: A Meta-Analysis - Role: Presenter - Event: Strategic Management Society Annual Meeting - Organization: Strategic Management Society - Date: 2018-09-25 - Tags: Meta-Analysis, Performance Feedback, Strategic Change, Problemistic Search - Source: https://www.stefanbreet.com/research/talks/2018/09/25/performance-feedback-problemistic-search-and-strategic-change-a-meta-analysis/ I presented a working paper at the Strategic Management Society Annual Meeting in Paris. In this paper, my co-authors and I review the performance feedback literature and examine how firms react when they do not achieve their goals. The paper was part of the "Performance Feedback" session in which three other co-author teams presented their papers as well. ## Abstract Although performance feedback theory provides one of the primary explanations of organizational adaptation, the findings of studies that have examined the effect of performance below aspiration levels on problemistic search and strategic change are inconsistent. This paper uses meta-analytic techniques to synthesize the empirical evidence of 54 studies and test the theory's primary predictions. We find that organizations that perform below the aspiration level devote more resources to problemistic search but are less likely to initiate strategic change in order to restore firm performance. In addition, we show that strategic change is primarily driven by organizational experience. We discuss the implications for performance feedback theory and threat-rigidity theory. **Co-Authors**: Professor Pursey Heugens & Professor Anna Nadolska. ## Session Description The session "Performance Feedback" took place in Studio D of the Marriott Rive Gauche in Paris. Professor Luke Rhee (from the University of California, Irvine) organized and chaired the session, which was part of the Behavioral Strategy track (Track P). The following four papers were presented: - **Performance Feedback in New Product Development: Financial Goals and Gestalt Properties of Multiple Functional Goals** by Evangelos Syrigos, University of Zurich, and Konstantinos Kostopoulos, University of Piraeus - **Performance Feedback, Problemistic Search and Strategic Change: A Meta-Analysis** by Stefan Breet, Erasmus University Rotterdam, and Anna Nadolska, Erasmus University Rotterdam - **Performance Feedback and New Product Innovations: The Role of CEO Financial Orientation** by Ali Samei, IESE Business School, and Thomas Klueter, IESE Business School - **Performance Feedback and Risk Relationship: A Cross- Cultural Examination** by Ali Alipour, Sabanci University, Remzi Gozubuyuk, Sabanci University, and Huseyin Ekrem Cunedioglu, Iskenderun Technical University --- ## Necessary Condition Analysis (NCA): Logic, Theory, Methodology, and Applications - Role: Presenter - Event: Academy of Management Annual Meeting - Organization: Academy of Management - Date: 2018-08-11 - Tags: Necessary Condition Analysis - Source: https://www.stefanbreet.com/service/workshops/2018/08/11/necessary-condition-analysis-logic-theory-methodology-and-applications/ ## Workshop Description “Necessary but not sufficient” statements are commonplace in organizational and management publications. Such statements often indicate that a certain factor is considered important for a certain outcome, but that it is not the only factor. However, the logical meaning of a “necessary condition” for an outcome is that the outcome cannot exist without it; it is needed. Necessary Condition Analysis (NCA) is an upcoming approach for formulating and testing necessary condition theories. The method was recently published in Organizational Research Methods and is now used in many fields. NCA understands cause-effect relations as "necessary but not sufficient" and not as additive logic used in regression. "Necessary” means that an outcome will not occur without the right level of the condition, independently of the rest of the causal structure (thus the condition can be a “bottleneck”, “critical factor”, “constraint”). In practice, the right level must be put and kept in place to avoid guaranteed failure, and to allow the outcome to exist. NCA has been applied in a variety of organization and management disciplines (Strategy, Entrepreneurship, HRM, OB, Operations, etc.) to formulate and test necessity theories. It can provide strong results that are complementary to traditional additive logic and regression approaches. By adding a different logic and data analysis approach, NCA adds both rigor and relevance to theory and data analysis. Because it provides a new way of analyzing at existing phenomena using NCA can increase your publication chances. An editor of a top journal said: “From my perspective, [this NCA paper] is the most interesting paper I have handled at this journal, insofar as it really represents a new way to think about data analyses". This interactive session has two parts. Part 1 is a general introduction discussing the importance of necessary conditions, illustrated with examples from different fields, and comparing NCA with regression. Part 2 helps participants to become the first users of NCA in their field, with hands-on instructions about how to build necessity theories, and how to analyze data for testing such theories using the NCA software. For more information on NCA see: www.erim.nl/nca. - *Presenter*: Jan Dul, Rotterdam School of Management, Erasmus University - *Presenter*: Stefan Breet, Rotterdam School of Management, Erasmus University - *Presenter*: Henk Van Rhee, Rotterdam School of Management, Erasmus University *Workshop sponsors*: Research Methods (RM) Division, Operations and Supply Chain Management (OCSM) --- ## Tie Content and Individual Outcomes in Organizations - Role: Organizer - Event: SUNBELT Conference - Organization: International Society for Social Network Analysis" - Date: 2018-07-01 - Tags: Social Network Analysis - Source: https://www.stefanbreet.com/research/talks/2018/07/01/tie-content-and-individual-outcomes-in-organizations/ I organized a session during SUNBELT 2018 on tie content and individual outcomes in organizations. During the session, five authors presented their papers in which they explore the type of relationships that employees have with each other and their effects on outcomes such as creativity and conflict. The broader goal of this session was to zoom in on the content of ties and explore how individual outcomes and network characteristics differ based on the type of relationship that people have with each other. Researchers acknowledge the fact that prior work has mainly focused on network structure at the expense of content, and that it is important to further develop our understanding of the different types of dyadic phenomena and their consequences. The session took place on **Sunday, July 1** from **10:40 to 12:20** in the **Maskeradezaal** room of the [**Academiegebouw**](https://goo.gl/maps/k5thmNHvG1q) in Utrecht. I want to thank all participants for their presentations! ## Session Schedule: 10:40-11:00 | **Relational environments of creativity: Examining multiplex networks of creative interaction, criticism, and perceived performance**.
Seungyoon Lee, Purdue University, United States. 11:00-11:20 | **The benefits of power asymmetry on dyadic creative performance: the moderating effect of Simmelian ties**.
Martha Topete, University of Amsterdam, Netherlands. 11:20-11:40 | **Workplace friendships: The interplay between task and affective ties**.
Natalie David, University of Freiburg, Germany. 11:40-12:00 | **Project effectiveness and organizational conflict: a longitudinal network approach**.
Rustam Kamalov, NRU HSE International Laboratory for Applied Network Research, Russia. 12:00-12:20 | **Is It All About The Money? Gossip Induced by Discrepancies in Perceptions of Salaries and Informal Undermining in Organizations**.
Károly Takács, MTA TK "Lendület" Research Center for Educational and Network Studies (RECENS), Hungarian Academy of Sciences, Hungary. --- ## Is Brokerage Necessary for Innovative Performance? A Necessary Condition Analysis - Role: Presenter - Event: SUNBELT Conference - Organization: International Society for Social Network Analysis - Date: 2018-06-30 - Tags: Social Networks, Innovative Performance, Innovation, Necessary Condition Analysis - Source: https://www.stefanbreet.com/research/talks/2018/06/30/is-brokerage-necessary-for-innovative-performance/ On Saturday June 30 I presented one of my working papers on workplace social networks and innovative behavior during Sunbelt 2018. In this paper—which I'm writing together with professors Jan Dul, Justin Jansen and Lotte Glaser—We examine whether high levels of innovative behavior can only be achieved if an employee has a relatively open network in which many of his contacts are not directly connected themselves. **Co-Authors:** Professor Justin Jansen, Professor Jan Dul, & Professor Lotte Glaser. ## Abstract Drawing upon the literature on brokerage, closure, and innovative behavior of employees, we develop a model that explains why network brokers do not always reap the benefits associated with their network position and why some studies, contrary to the general belief, report no or negative effects of network brokerage on innovative performance. We argue that a social network rich in structural holes is a necessary but not sufficient condition for innovative behavior, such that high levels of innovation can only be achieved with high levels of brokerage. We tested this claim by conducting a social network analysis in a Dutch market research agency and by using Necessary Condition Analysis to estimate the necessity of brokerage. Our results show that a network rich in structural holes is indeed a necessary condition for the innovative behavior of employees, suggesting that absence of high levels of brokerage servers as a bottleneck for innovative performance. We discuss the implications of this finding for structural hole theory, social network theory, and the literature on corporate entrepreneurship. --- ## Corporate Entrepreneurship - Organization: Erasmus University Rotterdam - Date: 2017-11-27 - Tags: Corporate Entrepreneurship, Strategic Entrepreneurship - Source: https://www.stefanbreet.com/teaching/courses/2017-2018/corporate-entrepreneurship/ In this course, students learn how organizations can identify and pursue valuable opportunities that will help them adapt to changing circumstances. The course is part of the core curriculum of the Master of Science (MSc) in Strategic Entrepreneurship at the Rotterdam School of Management, Erasmus University. I taught the course together with [Justin Jansen](https://scholar.google.nl/citations?user=_WFAyG4AAAAJ&hl=en&oi=ao) and [Lotte Glaser](https://scholar.google.nl/citations?user=Hti-330AAAAJ&hl=en&oi=ao). I served as the coordinator of the course and gave a lecture on [Social Networks, Social Capital, and Intrapreneurship](/talks/2017/12/15/lecture-social-networks-social-capital-intrapreneurship/). # Course Description In today’s dynamic, turbulent, and continuously changing economic business environment, entrepreneurship is an essential and indispensable element in the success of every business organization—whether small or large, new or long-established and mature. Corporate entrepreneurship (or intrapreneurship) refers to activities involved in creating and exploiting new resource combinations in the context of existing corporations. Yet, the ability to think and act entrepreneurially and engage in ongoing processes of creativity often fails because established organizations present hostile environments for entrepreneurial ideas. This core course focuses primarily on organizational and managerial efforts aimed at the identification, development and exploitation of technical and organizational entrepreneurial ideas, the management of new product or process developments, and on effective new venture management in the context of large corporations. Topics include ways how organizations can stimulate corporate entrepreneurship, intraorganizational networks, entrepreneurial action, work context and organizational ambidexterity. # Learning Goals After following this course, students will be able to: - Conduct an "entrepreneurship audit" to assess how much the strategy and structure of an established corporation supports or constrains entrepreneurship - Explain how managers can overcome the obstacles to Corporate Entrepreneurship and explain how they can create work environments that facilitate innovation in established organizations. - Describe how technological and organizational new business development can be effectively implemented in a corporate setting - Explain the complexity of Corporate Entrepreneurship and describe its different forms, contexts and levels. - Analyse strategic situations and design appropriate Corporate Entrepreneurship strategies - Describe the meaning and implications of ambidexterity - Discuss the similarities and differences between corporate and start-up entrepreneurship - Distinguish different types of social capital and describe their effects on intrapreneurial behaviour --- ## Master Thesis in Strategic Entrepreneurship - Organization: Erasmus University Rotterdam - Date: 2017-11-09 - Tags: Corporate Entrepreneurship, Strategic Entrepreneurship, Necessary Condition Analysis - Source: https://www.stefanbreet.com/teaching/courses/2017-2018/master-thesis-in-strategic-entrepreneurship/ In this course, master students at the Rotterdam School of Management, Erasmus University learn to independently design and conduct an academic research projects within the field of strategic entrepreneurship. The students I coached conducted research related to the theme: _"Separating the Wheat from the Chaff: Establishing the Necessary Conditions for Corporate Entrepreneurship"_. # Theme Description The idea that established firms occupy a unique competitive position and are able to defend it for a long period of time does not longer apply to most industries. It is impossible for successful top management teams to rest on their laurels as young firms relentlessly challenge the status quo. A product or service that is superior today may be outdated tomorrow. Unencumbered by hierarchical decision-making processes, companies like Uber and AirBNB seem to appear out of nowhere and are able to stir up entire industries. Competitive advantages evaporate quickly and companies bear the burden of the new rules of competition. A recent issue of the Economist featured the article [“Reinventing the Company”](http://www.economist.com/news/leaders/21676767-entrepreneurs-are-redesigning-basic-building-block-capitalism-reinventing-company) in which they argued that corporate growth is stagnating and managers have to remodel their firms in order to survive. Half of the big American firms have shrinking profits and analysts expect the sales of the S&P 500 to fall. How do established firms bolster themselves against start-ups “fuelled by coffee and dreams”? One answer is that established firms should create a culture in which employees are encouraged to be proactive, to be creative and to be willing to take the risk of pursuing innovative ideas. Prior research has identified human capital (a person's skills and experience), social capital (the value of a person's network), and the organizational context (like management support or performance expectations and evaluations) as important elements of such a culture. While we know that these factors play a role in corporate entrepreneurship, we do not know which of them are absolutely necessary (the need-to-haves) and which of them are not (the nice-to-haves). This distinction is particularly important for managers, because their recourses are limited. If you choose this research theme, you will investigate which elements of an entrepreneurial strategy are necessary and which are not. You will learn how to conduct a Necessary Condition Analysis (NCA) and to shift from a classical sufficiency mind-set—which focuses on factors that are likely to contribute to corporate entrepreneurship—to a necessity perspective that focuses on the factors that are absolutely necessary. By doing so, you will develop a fine-grained understanding of corporate entrepreneurship and the way managers can develop and support an entrepreneurial strategy. # Sample Research Question: 1. Which elements of the theoretical models like those proposed by Ireland et al. (2009) or Kuratko (2010) are necessary for the success of an entrepreneurial strategy? 2. What is the role of top managers in stimulating intrapreneurial behavior? 3. What types of social capital are necessary for the generation and implementation of ideas? How should managers change the structure of intra-organizational networks? 4. Which HR practices support an entrepreneurial strategy? What type of personality or skill set suits such a strategy best? 5. What are the job characteristics that are necessary for intrapreneurship? # Relevant Literature: - Dul, J. (2015). Necessary Condition Analysis (NCA): Logic and Methodlogy of “Necessary but Not Sufficient” Causality. Organizational Research Methods, 1-43. - Dul, J. (2015): Necessary Condition Analysis: More Value from Data. RSM Discovery, 23, 8-11. - Garvin, D.A. & Levesque, L.C. (2006). Meeting the Challenge of Corporate Entrepreneurship. Harvard Business Review, 84(10): 1-13. - Wolcott, R.C. & Lippitz, M.J. (2007). The Four Models of Corporate Entrepreneurship. MIT Sloan Management Review, Vol. 49 (1): 75-82. - Hitt, M. A., Ireland, R. D., Sirmon, D. G., & Trahms, C. A. 2011. Strategic Entrepreneurship: Creating Value for Individuals, Organizations, and Society. Academy of Management Perspectives, 25(2): 57–75. - Kuratko, D. F. 2010. Corporate Entrepreneurship: An Introduction and Research Review. Handbook of Entrepreneurship Research - An Interdisciplinary Survey and Introduction (2nd ed.): 129–163. New York: Springer. - Ireland, R.D., Covin, J.G. & Kuratko, D.F. (2009). Conceptualizing Corporate Entrepreneurship strategy. Entrepreneurship Theory and Practice, 33(1): 19-46. --- ## Brokerage and Entrepreneurial Behavior in Organizations: The Role of Political Skill - Role: Presenter - Event: Academy of Management Annual Meeting - Organization: Academy of Management - Date: 2017-08-07 - Tags: Social Networks, Social Network Analysis, Entrepreneurial Behavior, Political Skill - Source: https://www.stefanbreet.com/research/talks/2017/08/07/brokerage-entrepreneurial-behavior-political-skill/ I presented one of my working papers at the the Academy of Management Annual Meeting in Atlanta. My presentation was part of the session *"Entrepreneurship and Social/Political Ties"*, hosted by the Entrepreneurship Division of the Academy of Management. I want to thank all participants for their feedback! --- ## An Introduction to R for Management Scholars - Role: Presenter - Organization: Rotterdam School of Management, Erasmus University - Date: 2017-01-24 - Tags: R - Source: https://www.stefanbreet.com/service/workshops/2017/01/24/an-introduction-to-r-for-management-scholars/ The open-source programming language R is currently the most widely used data science tool and its popularity is rapidly increasing. Originally developed for statisticians, R has evolved into a powerful data analysis environment that serves many purposes. Its versatility is the reason that R is popular among both scientists and practitioners: it is the fastest growing language used in academic articles and many companies — including Google, Facebook, and Microsoft — consider R as one of their primary data analysis tools. The aim of this workshop is twofold. First, you will develop a **general understanding** of the programming language R, including its history, its strengths and weaknesses, and its performance compared to other software like SPSS and Stata. Second, you will learn **how to use R** as a management scholar, including importing, manipulating and visualizing data, and running basic statistical models (such as linear regression analysis). The workshop is designed for people without any prior experience with R and those that want to refresh the basics. At the end of the workshop you will understand: – What R is, how it works and why it’s different from SPSS or Stata – How to import data (e.g., Excel or SPSS files) – How to manipulate data (e.g., filter rows or creating subsets) – How to visualize data (e.g., creating scatter plots or histograms) – Which statistical techniques you can apply in R – How to do some basic statistical analyses (e.g., linear regression analysis, ANOVA) – Which R packages (add-ons) are useful for you as a management scholar – Where you need to go if you want to learn more about R Please register for the workshop by filling out the form below. I will distribute further instructions on how to prepare for the workshop (including how to install R) once you have registered. Also, make sure you bring a laptop to the workshop to work on. *The workshop registration is closed.* --- ## Social Entrepreneurship Project - Organization: Erasmus University Rotterdam - Date: 2016-09-15 - Tags: Social Entrepreneurship, Entrepreneurship - Source: https://www.stefanbreet.com/teaching/courses/2016-2017/social-entrepreneurship-project/ In this course, students of the part-time master (MSc) in Business Administration at the Rotterdam School of Management, Erasmus University work together in teams to help four different social enterprises with a management problem: a care farm, a social workshop, a seal rescue and rehabilitation center, and a large social services provider. The course has two learning goals: solving a pressing management problem and learning how to design, manage and execute a scientific research process. As their coach, I was responsible for making sure that the students were able to meet those goals. I gave several lectures about research methods and provided the teams with feedback on the intermediary assignments. At the end of the course, I assessed and graded the final assignment. This assignment consisted of two parts: an advisory report written for the social enterprise, and a reflection on personal development and team dynamics. --- ## Research Training & Bachelor Thesis - Organization: Erasmus University Rotterdam - Date: 2016-01-08 - Tags: Entrepreneurial Orientation, Corporate Entrepreneurship - Source: https://www.stefanbreet.com/teaching/courses/2015-2016/research-training-bachelor-thesis/ # Course Description The Research Training and Bachelor Thesis course is a methodology course for students of the Bachelor of Science (BSc) in Business Administration at the Rotterdam School of Management, Erasmus University. In this course, students acquire the skills necessary to critically assess scientific research and learn how to draw correct conclusions about a studied phenomenon. They also learn how to conduct a scientific study and write a report that clearly communicates their findings. # Theme Description The idea that established firms occupy a unique competitive position and are able to defend it for a long period of time does not longer apply to most industries. It is impossible for succesfull top management teams to rest on their laurels as young firms relentlessly challenge the status quo. A product or service that is superior today may be outdated tomorrow. Unencumbered by hierarchical decision-making processes, companies like Uber and AirBNB seem to appear out of nowhere and stir up entire industries. Competitive advantages evaporate quickly and companies bear the burden of the new rules of competition. A recent issue of the Economist featured the article “Reinventing the Company” in which they argued that corporate growth is stagnating and managers have to remodel their firms in order to survive. Half of the big American firms have shrinking profits and analysts expect the sales of the S&P 500 to fall. How do established firms bolster themselves against start-ups “fuelled by coffee and dreams”? If you choose this theme you will examine how firms are able to remain successful by adopting an entrepreneurial orientation – an approach to strategy characterized by innovativeness, proactiveness and risk taking. The hypothesis that will be studied is: "_The stronger a firm’s entrepreneurial orientation, the better it performs_".