1 Introduction
2 Theoretical Background
2.1 Strategic Resilience: Origins and Meaning
2.2 Developing Strategic Resilience: Innovation and Cooperation with Start-ups
2.3 Projects as a Vehicle to Implement Cooperation with Start-ups
3 Methodology
3.1 Multiple Case Study Research Design
Acronym cases | Year of foundation | Number of employees | Corporation structure | Cooperation with innovation initiatives | Innovative research projects | Cooperation activity with start-ups |
---|---|---|---|---|---|---|
CO‑1 | 1990 | More than 7000 (Status in 2021) | Business areas: In total 8: 3 newly formed, 1 area extended New strategy fields: 13 innovative topics included in the business areas since 2018 (Status in 2020) | Universities; Other research institutions; Accelerators; Business associations; Start-up funds | 6 projects (Status in 2019) | Start in 2018 |
CO‑2 | 1990 | More than 1000 (Status in 2021) | Business areas: In total 4: 1 newly formed, 1 area extended New strategy fields: 6 innovative topics included in the business areas since 2015 (Status in 2020) | Universities; Other research institutions; Accelerators; Start-up funds | 6 projects (Status in 2020) | Start in 2016 |
3.2 Data Collection and Analysis
Affiliation case | Number of referencing interviews* | Acronym Interviews | Position of interviewees |
---|---|---|---|
Internal focus CO‑1 | 6 | CO-1-I1 to CO-1-I6 | Innovation manager (1); Head of corporate development (1); Head of a new strategy field (3); Innovation project employee and coordinator (1) |
External focus CO‑1 | 5 | SI-1-I1; SI-1-I2; SU-1-I1; SU-2-I1; SU-3-I1 | Start-up accelerator SI-1: Coach (1); Coach and event manager (1) Start-up SU-1: CEO and project employee (1) Start-up SU-2: CEO and project employee (1) Start-up SU-3: CEO and project employee (1) |
Internal focus CO‑2 | 8 | CO-2-I1 to CO-2-I8 | Head of corporate development (1); Head of strategy and implementation (1); Innovation manager externally (2); Innovation manager internally (2); Head of business development of a new strategy field (1); Innovation project employee and coordinator (1) |
External focus CO‑2 | 6 | SI-1-I1; SI-1-I2; SU-3-I1; SU-4-I1; SU-5-I1; SU-6-I1 | Start-up accelerator SI-1: Coach (1); Coach and event manager (1) Start-up SU-3: CEO and project employee (1) Start-up SU-4: CEO and salesperson (1) Start-up SU-5: Salesperson and business development (1) Start-up SU-6: CEO and salesperson (1) |
4 Findings and Discussion
4.1 The Process of Cooperation Projects with Start-ups Related to Innovation
4.1.1 Before Project Cooperation
4.1.2 Entry-phase into Project Cooperation
“Start-ups are in a completely different bubble and deal with other topics and this feedback is extremely helpful […] . And that’s [why they can be seen as] a radar, extended radar, extended eye, binoculars.” (CO-2-I3:40)
“[…] the advantage of the accelerator is that we have the opportunity to address a much larger group of start-ups, or a much larger group of start-ups apply there, which then also gives us additional, stronger or broader access to start-ups.” (CO-1-I2:48)
“So, we are the one who provides the input channel, who makes the contact, but we can’t do the business related work at the end.” (CO-1-I2:66)
4.1.3 During Project Cooperation
Cooperating partner(s) | Project type | Objectives of the project |
---|---|---|
CO‑1 and SU‑1 | Product development project; pilot project | Support of a new strategy field; focus: mechanical engineering Further plant construction project; research project |
CO‑1, SI‑1 and SU‑2 | Product implementation project; pilot project | Support of a new strategy field; focus: renewable energy and environment Further long-term product implementation and service partnership project |
CO‑1, SI‑1 and SU‑3 | Product development project | Support of a new strategy field; focus: IT and services Further projects for the development of new business models; marketing cooperation |
CO‑2, SI‑1 and SU‑3 | Product development project | Support of a new strategy field; focus: IT and services Still in the planning phase |
CO‑2, SI‑1 and SU‑4 | Product implementation project | Image building; focus: art and media One time project with a further step in digitization |
CO‑2 and SU‑5 | Product implementation project | Support of a new strategy field; focus: renewable energy and environment Further step in digitization; further product implementation project; long-term service partnership for the implemented product; research project |
CO‑2, SI‑1 and SU‑6 | Product development project; pilot project | Change of the processes and tools; focus: software and artificial intelligence One time project with a further step in automation and digitization |
“The topic of artificial intelligence was trendy and we selected the start-up SU-AI for the start-up class and then said that in order to gain acceptance for the start-up and so that the start-up could see what the CO‑2 has to offer, we invited them to a coffee and learn event where they told us what they do and where employees were supposed to throw in ideas about what they could do on the topic of artificial intelligence at CO‑2.” (CO-2-I4: 36)
“And we saw added value in this prototype for the firm and then said, ‘Okay, we’re going to do a pilot project with you. We will test or you will test this model that you have under real conditions, in the field […].’ This gives you the added value of getting a ‘proof of concepts’, so to speak, for your MVP (Minimum Viable Product).” (CO-1-I1:26)
“At the same time, in 2018, we identified the first new business units with a project, CO‑1 PLUS, which operate in an independent organizational unit and have a member of the management board as their sponsor, and report directly to the management board. And they do not carry out their activities within the organization but are already separated to ensure the degree of freedom and the possibilities for developing these new business areas.” (CO-1-I2: 22)
“In my opinion, the best thing you can do is to give employees the feeling that they can always talk to their boss if something is not going well. […] And you should keep this spirit, because this is how innovations are created.” (CO-1-I3: 30)
4.1.4 After Project Cooperation
“And now […] we have finally entered a typical framework contract, […] where we can regularly request this service.” (CO-1-I6:24)
4.2 Relationship Quality as a Linking Pin Between the Project Cooperation Process and Resilience Benefits
4.2.1 Balance Between Formal and Informal Procedures
“The ‘trackers’ […] really [are] a practice of agreeing on specific tasks and checking progress regularly. That’s rather agile […] in terms of the approach and is characterized mainly by many sprints in between.” (SU-1-I1:16)
4.2.2 Improvisation Mindset
“Then, of course, I take the people who really want it, who have the drive, who have the will to change something and who, when in doubt, don’t shy away from reconsidering a process.” (CO-2-I2:24)
4.2.3 Appreciation and Prioritization
“It’s almost as if we were colleagues who support each other simultaneously, and this is reflected in many aspects.” (SU-2-I1:16)“And if I’m a young start-up entrepreneur, […] it’s also important that I find someone who treats me fairly, with whom I can get along well. And vice versa, it’s just the same, […] that you don’t just have to get along well on a technical, professional level, but also on a human level […].” (CO-1-I5:16)
“That’s why it’s actually the only requirement […], that you have such a contact at eye level to a certain extent. And mutual trust, so that we can somehow exchange ideas about such things.” (CO-1-I1: 96)
“And that’s basically the exciting part for me, because I’m the mediator between the start-up and the industry partner since they usually speak different languages in terms of requirements management, timelines, and content.” (SI-1-I1:6)
“And I just think what’s important is whoever wants innovation must also know that it has a price.” (SU-6-I1:28)
“In other words, we are actually very dependent on being very lean, very narrow, and very, very fast on the road. With as little unnecessary or slowing down bureaucracy as possible.” (CO-1-I6:10)
4.3 Resilience Benefits of the Established Firm
4.3.1 Enhancement of the Firm’s Knowledge Base
“It’s also an opportunity to cooperate with start-ups and drive the change management process at our firm forward to some extent.” (CO-1-I2:52)
4.3.2 Expansion of Human and Financial Resources
“What I hope to get from a start-up is bundled expertise in a precisely defined small field.” (CO-1-I3:26)
“And vice versa, the large firm […] of course takes the label from us: we make innovations, we want to digitize, we want to make ourselves fit for the future and continue to exist in the market.” (SU-3-I1:70)
4.3.3 The Development of Strategic Resilience Capabilities
“And then we had to implement a completely different accounting process. At that time, the accounting system really was as follows: invoice came, invoice was scanned, a sheet was added on top, invoice was released for circulation, and we said, ‘We can’t do it that way. We have quite a lot of small invoices, if we do all that, we can’t get the payment terms of 14 days.’ We introduced an electronic workflow for these incoming invoices.” (CO-2-I4:12)
“The topic of hierarchies, the topic of implementing ideas, the topic of agility, […] it all comes from the start-up. As a large firm, I can try to take something from that.” (CO-1-I3:64)