Manuel Hess
Title
Prof. Dr.
Last Name
Hess
First name
Manuel
Email
manuel.hess@unisg.ch
Phone
+41 71 224 73 07
21 results
Now showing 1 - 10 of 21
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Item type:Publication, How corporates rely on search through CVC strategies to improve performanceAlthough Corporate Venture Capital (CVC) is widely believed to drive corporate innovation, its relevance is often questioned. This study uses problemistic search to investigate whether CVC activities consistent with a firm's core business are likely to have a positive impact on the positive relationship between business strategy and firm performance. We pay particular attention to prior negative past performance. Results confirm that CVC investments aligned with a company’s core business have a positive effect, even when past performance was negative. In difficult times, the marginal effect is weaker but still positive. As soon as the business recovers, CVC activities are expected to contribute to greater corporate competitiveness as CVC activities related to the core business are compatible with a recovered business strategy.Type:journal article - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Working Paper: Bias in Early Stage Venture Investment Decisions; ; ; - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Technology sourcing ambidexterity in corporate venture capital: limitations of learning from open innovation(2024); In the rapidly evolving landscape of open innovation, understanding the dynamics of learning is pivotal for corporate success. Yet, the constraints and thresholds inherent in the novel technology sourcing processes remain under-explored. We study 163 firms during the third wave of corporate venture capital activity characterized by the primary focus on innovation to investigate the effects of technology sourcing ambidexterity (the simultaneous pursuit of internal and external sources of innovative ideas) on corporate patenting and realized innovation. Acknowledging limitations of organizational learning, our results indicate the presence of the inverted U-shaped relationship between technology sourcing ambidexterity and innovation and suggest that beyond a certain threshold, increases in ambidexterity are detrimental to organizational learning and corporate innovation because boundary conditions to experimentation as a key element to learning arise. Such restrictions are alleviated by organizational slack, which enhances organizational abilities to orchestrate resources and take calculated risks to go beyond existing internal competencies. Plain English Summary Proponents of open innovation suggest that combining internal and external sources of innovative ideas often leads to success. We demonstrate that this may be true in some circumstances, but there is a learning threshold for organizations. We argue and demonstrate that this combination, known as technological sourcing ambidexterity, is only beneficial up to a certain point, beyond which further investments in the dual internal-external search for innovative ideas are detrimental for reasons that have to do with organizational learning. Moreover, for those same reasons, the benefits are most likely to be observed for firms with substantial organizational slack. Lean organizations that do not have much slack are less likely to gain strategically from investing in technology sourcing ambidexterity.Type:journal articleScopus© Citations 17 - Some of the metrics are blocked by yourconsent settings
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Item type:Publication, Towards a practical approach to value-based pricing: Development and evaluation of the "ROI calculator tool for SaaS Startups" to improve value quantification & value communication(2024); ; The software-as-a-service (SaaS) market has experienced significant growth in recent years, with business-to-business (B2B) SaaS companies being particularly attractive to venture capitalists. Profit expectations for startups are high, so optimizing pricing based on customer value is crucial. Many startups may encounter challenges in "wanting" to implement value-based pricing-i.e., they face barriers in the decision-making process such as lacking awareness, understanding, or openness to consider value-based pricing-or in "knowing" how to implement it-i.e., they would like to implement value-based pricing but face barriers related to required capabilities to execute it. This study addresses the second hurdle by developing and evaluating a practice tool to improve value quantification and value communication for B2B SaaS startups.Type:journal article - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Value-based pricing in digital platforms: A machine learning approach to signaling beyond core product attributes in cross-platform settingsType:journal articleJournal:Journal of Business ResearchVolume:152Scopus© Citations 37 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Corporate Venturing Navigator: Conceptual development(2022-06); ; ; Stöckel, AlexanderCorporate venturing (CV) has become a very important business tool for both corporations and start-ups and has received considerable research attention. However, existing studies are ambiguous and incomplete in terms of the optimal set-up, operation and termination of a CV program and the capture of value that is generated for the parent company. Based on the available research, we developed the Corporate Venturing Navigator (CVN) holding two artefacts: 1) the CVN Framework and 2) the CVN Cockpit. The results provide initial guidance on how to improve CV activities and realize their full potential with first application in practice. We highlight the contributions of the CVN in terms of theory and measurement.Type:journal article - Some of the metrics are blocked by yourconsent settings
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Item type:Publication, Amazon’s Market Power Decoded by the Amazon Market Dominance Index(2020-06); ; Amazon is one of the largest online retailers worldwide. Amazon had an annual turnover of over $280 billion in 2019 but is very reluctant to publish figures and data on the distribution of sales across individual product categories. However, from the retailer’s point of view, these data would be particularly critical to determine the relevance of the sales channel and to understand the competition within specific product categories better. The objective of this study is to build a measure that illustrates Amazon’s market share and dominance in individual product categories to enhance market understanding and to enable retailers to make more informed decisions. By combining various high-quality data sources, we were able to create the Amazon Market Dominance Index (AMDI), which reflects Amazon’s market dominance compared to the entire German retail sector. The AMDI is calculated on a category-specific basis for Amazon’s ten main product categories. The semi-annual calculation of all AMDI values allows for growth-rate comparisons and the identification of seasonal effects. With the AMDI, we increase market transparency and provide data on Amazon’s market position that was previously unavailable. We help retailers with relevant and evidence-based insights that enable the identification of opportunities and risks in individual product categories.Type:journal article - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Venture Capital and the Effects of Gender Diversity in New Venture Board Interlocks(Academy of Management Proceedings 2019 2019:1, 2019); ; ; The venture capital (VC) setting has long been questioned for its discrimination and tendency to promote men before women. Do those who go against the dominant behavior and take women on new venture boards face costs that could be avoided otherwise? To investigate this issue, we draw on social categorization theory and use a population of VC-financed new ventures. Our study confirms that adding women to new venture boards decreases new venture performance due to discrimination associated with women’s board engagement in board interlock networks. Moreover, while the ability to bridge structural holes in interlock networks has benefits, such as power and control over in-group resources, we argue and show that becoming too central in an interlock network has negative effects on performance due to redundancies and cognitive lock-ins. In extending our theory development to the interaction effect of these two negative effects, we propose there is hope for women who are active in the VC scene. We show that increasing gender diversity within focal boards helps overcome the downsides of high interlock network centrality. We discuss implications for board gender diversity, social categorization theory, and board interlock networks.Type:journal article
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