Entrepreneurial Operations Management

Operations management;Behavioral operations;Innovation and new product development;Entrepreneurship;Business (General);Business and Economics;Business Administration

Kagan, EvgenySchwartz, Eric Michael ;

University of Michigan

关键词: Operations management;    Behavioral operations;    Innovation and new product development;    Entrepreneurship;    Business (General);    Business and Economics;    Business Administration;   

Others  :  https://deepblue.lib.umich.edu/bitstream/handle/2027.42/145946/ekagan_1.pdf?sequence=1&isAllowed=y

瑞士|英语

来源: The Illinois Digital Environment for Access to Learning and Scholarship

【 摘 要 】

In the presence of tight capital, time and talent constraints, many traditional operational challenges are reinforced (and sometimes redefined) in the entrepreneurial setting.This dissertation addresses some of these challengesby examining theoretically and experimentally several problems in entrepreneurship and innovation for which the existing literature offers little guidance. The dissertation is organized into three chapters.When tight time-to-market constraints are binding an important question in product development is how much time a development team should spend on generating new ideas and designs vs executing the idea, and who should make that decision. In the first chapter of this dissertation I develop an experimental approach to examining this question. Entrepreneurial ventures can have limited (often zero) cash inflow and limited access to capital, and so use equity ownership to compensate founders and early employees. In the second chapter I focus on the challenges of equity-based incentive design, examining the effects of contract form (equal vs non-equal equity splits) and time (upfront vs. delayed contracting) on effort and value generation in startups. In ;;technology-push;; (relative to ;;demand-pull;;) innovation, technology teams often develop a new capability that may find voice in a wide range of industrial settings.However, the team may lack the appropriate marketing budget to explore each in great depth, or even all of them at any depth. In the third chapter I study entrepreneurial market identification, developing and testing search strategies for choosing a market for a new technology when the number of potential markets is large but the search budget is small.