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Transformation and change process in innovation models: start-up and mature companies

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  • Michael Lewrick
  • Robert Raeside

Abstract

The transformation from a start-up company to a mature company asks often for dramatic change of capabilities to sustain innovations and business success. Increasing maturity results in the need to adjust the innovation style of a company. This paper has the objective to explore the dynamics behind innovations, what capabilities are needed at which stage of companies life cycle, and the challenges to innovate in transformation. Over 200 high-technology companies have been examined to observe the transformation from a start-up phase to a more mature phase of business. Results indicate the importance of market orientation, knowledge, management capabilities, social networks to innovation, success and sustainability. The study reveals that major changes are required in knowledge enhancement and acquisition, the use of formal social networks and the establishment and use of performance networks to allow a successful transition to a sustainable mature company.

Suggested Citation

  • Michael Lewrick & Robert Raeside, 2010. "Transformation and change process in innovation models: start-up and mature companies," International Journal of Business Innovation and Research, Inderscience Enterprises Ltd, vol. 4(6), pages 515-534.
    • Handle: RePEc:ids:ijbire:v:4:y:2010:i:6:p:515-534
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    Cited by:

    1. Ana Carolina Bertassini & Aldo Roberto Ometto & Semih Severengiz & Mateus Cecilio Gerolamo, 2021. "Circular economy and sustainability: The role of organizational behaviour in the transition journey," Business Strategy and the Environment, Wiley Blackwell, vol. 30(7), pages 3160-3193, November.
    2. Guckenbiehl, Peter & Corral de Zubielqui, Graciela & Lindsay, Noel, 2021. "Knowledge and innovation in start-up ventures: A systematic literature review and research agenda," Technological Forecasting and Social Change, Elsevier, vol. 172(C).

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