DTU Executive School of Business research focuses on innovation management, corporate entrepreneurship, leadership and global management.
The following research projects are currently underway at DTU Business. If you are interested in learning more about past and current research projects or the possibilities of becoming a part of our research team here at DTU Business do not hesitate and contact one of the principal researchers listed for each research project.
TRACE — Tracking Corporate Entrepreneurship
Corporate Entrepreneurship is the expression of a corporation’s quest to create and build new businesses (NBC). Encouraged by top manage- ment, such initiatives are pursued by Corporate Entrepreneurs...
Companies that are considering outsourcing parts of their innovation activities (outsourcers) and companies that are candidates for taking over those innovation activities (vendors) are faced with numerous challenges for conducting a successful innovation outsourcing arrangement...
A vendor’s capabilities are recognized as one of the most important factors for success in outsourcing. However, there is a lack of understanding of how vendors manage their capabilities throughout the outsourcing process. With an aim to contribute to filling this existing gap, we explore how vendors deploy their capabilities in order to win, run and renew the outsourcing...
TRACE – The Project
The purpose of this project is to gain new insights and contribute to the knowledge, theories and practices within Corporate Entrepreneurship through longitudinal studies. The basis for the study is the projects and participants in the DTU Business CEL program, an executive program aimed at corporate entrepreneurs and their entrepreneurial ventures. For the projects, we are tracking the development path, we are identifying and classifying the hurdles for each major development stage, and we explore whether certain practices have a catalytic or accelerating effect. In a similar fashion we track the career paths of these corporate entrepreneurs in real time. For corporate entrepreneurs that continue to be involved in the projects developed through the CEL program, we identify the biggest challenges they meet, what they do to overcome these, how they do it, as well as the results of their efforts. So far we have a database of some 105 entrepreneurs and 50 CE projects. Project timetable: 2007-2012.
Professor , & Research Assistant
Outsourcing – The Project
Companies that are considering outsourcing parts of their innovation activities (outsourcers) and companies that are candidates for taking over those innovation activities (vendors) are faced with numerous challenges for conducting a successful innovation outsourcing arrangement. The question that raises interest and which we explore through this research is: How can innovation be successfully outsourced? The intention is to explore how different types of innovation (incremental, radical, open, user-driven) can be outsourced and what are the basic challenges outsourcers and vendors could face when dealing with them. In addition, various innovation models (fuzzy front end, five generation, etc) will be explored in the light of outsourcing i.e., which stages can be outsourced and how are they managed in outsourcing.
Vendor-Outsourcer Partnerships – The Project
Most research on supply chains has taken the perspective of either the outsourcer (most frequent) or vendor (less frequent). Very little empirical work has been done on partnership relationships, the benefits that accrue, or how they are developed and maintained. This promises to be a fertile area for future research. Vendors need to develop their competences into capabilities that matter to the outsourcer to win, run and renew their contracts. The outsourcers, in turn, can assist the vendors in developing the requisite capabilities and competences by coordination at all stages of the supply chain. This research explores how this mutually beneficial partnership makes both the customer and supplier more competitive and strengthens the relationship.
Dr. , and Dr. Robert Mefford (University of San Francisco, CA)