Intrapreneurship

The Social Constellation of Star Employees: Why an Open Network is Necessary for High Levels of Individual Innovation in Professional Service Firms

In this study, we show that an open network position is a necessary condition for achieving high levels of individual innovation in professional service firms.

Is it about who you know or what you are? A social network perspective on intrapreneurship

An overview of research on social networks and intrapreneurship.

Social Networks, Social Capital, & Intrapreneurship

In the second lecture of our Corporate Entrepreneurship course, I talked about the network of informal relationships among employees and its effect on intrapreneurship.

Master Thesis Supervision

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 A product or service that is superior today may be outdated tomorrow.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.

Social Networks, Social Capital, and Intrapreneurship

I gave a lecture to 62 students of the Master of Science (MSc) in Strategic Entrepreneurship at the Rotterdam School of Management, Erasmus University about social networks, social capital, and intrapreneurship

Is Brokerage Necessary for Innovative Performance? A Necessary Condition Analysis

I presented a working paper on brokerage, innovative performance, and necessary condition analysis during SUNBELT 2018

Social Networks, Social Capital, and Intrapreneurship

I gave a lecture on Social Networks, Social Capital, and Intrapreneurship to students of the Master of Science in Strategic Entrepreneurship at the Rotterdam School of Management, Erasmus University

Master Thesis Supervision

The worldwide economic downturn that began in 2008 represented a strategic game changer for most organizations. Severe resource constraints and unpredictable market conditions created significant challenges for organizational survival, let alone growth through innovation and venturing activities. Now, eight years later, firms do not only struggle with the long-term effects of the financial crisis but have to constantly fend off start-ups that challenge the status quo. In order to survive in a competitive landscape characterized by a lack of resources, high uncertainty, and fierce competition, firms have to adopt an entrepreneurial mindset.