The Collaborative Entrepreneurship Process : a Large Firm Perspective

Abstract: This qualitative, single embedded case study examines collaborative entrepreneurship as a process in a large firm. Theory on corporate entrepreneurship is integrated with partnership literature to advance the understanding of collaborative entrepreneurship as a strategic decision. First, we propose a theory-induced model of the collaborative entrepreneurship process. Four stages of the collaborative entrepreneurial process were identified for empirical examination: (1) why large firms engage in collaborative entrepreneurship (2) how partners are evaluated (3) factors influencing the collaboration and, (4) collaborative output. In doing so, this study significantly contributes to our understanding of what the elements and underlying factors forming the collaborative entrepreneurship process are. The empirical study finds that large firms engage in collaborative entrepreneurship due to entrepreneurial orientation and a need for resources, which in our case firm were induced by strategic changes transitioning the firm from a buyer-supplier context to increasingly engage in partnerships. Partner fit is evaluated in terms of complementarity, compatibility, and overlaps; the factors influencing collaboration were relational capital, the interdependence, and joint combinatory efforts. The final process, the collaborative output; was defined by innovation, partnering experience and standardisation. This study is built on rich data collected through in-depth and semi-structured interviews together with secondary sources to ensure triangulation. Theoretical and managerial implications are discussed and a theory induced model and an empirical model with theoretical implications are suggested.