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Vallendar, Germany

WHU – Otto Beisheim School of Management is a German business school. The mainly privately financed school was founded in 1984 by the Koblenz chamber of commerce and is located in Vallendar near Koblenz. WHU maintains a network of over 190 partner universities worldwide.The school's partnership with the Kellogg School of Management, USA has led to the joint Kellogg-WHU Executive MBA Program which is ranked as one of the best EMBA programs in Europe. Its Master of Science in Management program has been ranked 4th worldwide by the Financial Times in 2014, making WHU - Otto Beisheim School of Management the foremost German business school.Patron and main financier of the business school is the late billionaire and founder of the METRO Cash & Carry Group, Otto Beisheim. Wikipedia.

Reisinger M.,WHU - Otto Beisheim School of Management
International Journal of Industrial Organization | Year: 2012

This paper analyzes a two-sided market model in which platforms compete for advertisers and users. Platforms are differentiated from the users' perspective but are homogenous for advertisers. I show that, although there is Bertrand competition for advertisers, platforms obtain positive margins in the advertising market. In addition, platforms' profits can increase in the users' nuisance costs of advertising. As a general insight, I obtain that factors affecting competition in the user market in a well-known direction without externalities now have opposing effects due to competition in the advertiser market. The model can also explain why private TV platforms benefit if their public rivals are regulated to advertise less-a result at odds with models in which there is no competition for advertisers.

Weiss M.,WHU - Otto Beisheim School of Management
Journal of Product Innovation Management | Year: 2011

The effect of financial resource constraints on innovation team performance is ambiguous. On the one hand, the majority of scholars have argued that financial resource constraints have an inhibiting effect on innovation, whereas budgetary slack supports creativity and innovation. Consistent with this notion, in most conceptual models on the management of innovation projects, the availability of slack, or at least adequate (rather than constrained) resources represents an important success factor supporting innovation. On the other hand, popular parlance has it that sometimes "necessity is the mother of innovation," and literature in cognitive psychology suggests that resource constraints stimulate creativity and innovative behavior. Recent innovation literature indeed provides evidence that remarkable innovation outcomes can be achieved with constrained financial resources. Despite the rapidly growing research on success factors of innovation projects, and the high managerial relevance of budget questions, the influence of financial resource constraints has only very recently started to attract interest. The objective of the present study is to contribute to that research by investigating under what conditions financial resource constraints lead to innovation outcomes. Specifically, team climate for innovation is examined as a potentially important contingency variable of the relationship between financial resource constraints and innovation project performance. By explicitly focusing on team climate for innovation, factors of the work environment in innovation projects are addressed as influential boundary conditions for successfully innovating under financial resource constraints. The hypotheses are tested on a sample of 94 innovation project teams from a variety of industries. To ensure content validity and to avoid a possible common source bias, data from different respondents, i.e., team leaders, team members, and team external managers of the innovation projects, are used. Results of regression analyses show that there is no significant relationship between financial resource constraints and innovation project outcomes in terms of product quality and project efficiency. However, results show a significant interaction term of financial resource constraints and team climate for innovation in that team climate for innovation positively moderates the relationship between financial resource constraints and product quality as well as project efficiency. Thus, the findings of the present study contradict the widespread notion in innovation literature that financial resource constraints have a wholesale inhibiting effect on innovation, thereby providing a differentiated perspective on the relationship between financial resource constraints and innovation. On a practical level, the results of this study highlight a specific condition under which product developers can come up with more innovative solutions despite, or even because of, financial resource constraints. © 2011 Product Development & Management Association.

Audretsch D.B.,Indiana University Bloomington | Audretsch D.B.,WHU - Otto Beisheim School of Management
Journal of Technology Transfer | Year: 2014

This article examines how and why the role of the university in society has evolved over time. The paper argues that the forces shaping economic growth and performance have also influenced the corresponding role for the university. As the economy has evolved from being driven by physical capital to knowledge, and then again to being driven by entrepreneurship, the role of the university has also evolved over time. While the entrepreneurial university was a response to generate technology transfer and knowledge-based startups, the role of the university in the entrepreneurial society has broadened to focus on enhancing entrepreneurship capital and facilitating behavior to prosper in an entrepreneurial society. © 2012 Springer Science+Business Media New York.

Lichtenthaler U.,WHU - Otto Beisheim School of Management
International Journal of Technology Management | Year: 2010

The recent growth in inward and outward technology transfer, e.g., by means of technology licensing, reflects the new paradigm of open innovation. By actively acquiring and commercializing intellectual property in the technology markets, these open innovation processes contrast traditional closed innovation processes. Prior open innovation research has largely been limited to case studies and theoretical contributions, and other lines of research have focused either on inward or outward technology transfer without taking an integrative perspective. Therefore, I simultaneously consider inward and outward technology transfer as the two main directions of open innovation. On this basis, data from a survey of 154 industrial firms are used to test four hypotheses relating the size and quality of the corporate patent portfolio to a firm's extent of external technology acquisition and external technology commercialization. The results show that the corporate intellectual property portfolio constitutes a major determinant of opening up the innovation process. Copyright © 2010 Inderscience Enterprises Ltd.

Lichtenthaler U.,WHU - Otto Beisheim School of Management
Journal of Product Innovation Management | Year: 2011

In recent years, many firms have started to actively license out technology, either exclusively or in addition to applying the technology in their own products. While some pioneering firms have achieved substantial benefits from outlicensing, many others fear weakening their competitive position in the markets for their products by selling "corporate crown jewels." This paper addresses the effects of an integrated technology exploitation strategy, which refers to aligning technology licensing and product development, on a firm's financial performance, i.e., return on sales in the subsequent year. Drawing on a contingency perspective, the study further examines the moderating effects of four external contingency factors related to the appropriability regime and the technology markets in the relationship between an integrated strategy and firm performance. While the product markets refer to the markets for physical products, the technology markets refer to markets for disembodied technological knowledge. Quantitative analyses of new survey and financial data from 122 industrial firms with a one-year lag are presented, and they show a positive effect of an integrated technology exploitation strategy on subsequent firm performance. This positive effect is stronger under conditions that are characterized by effective patent protection, high technological turbulence, high transaction frequency in the technology markets, and strong competition in the technology markets. The main finding of the paper is that, due to interdependencies with a firm's product development activities, it is not beneficial to manage licensing as a stand-alone activity. Instead, integrated strategies help firms to overcome managerial difficulties and to capture value from open innovation. The results have major implications for both management and research into technology exploitation, licensing, open innovation, and technology markets. © 2011 Product Development & Management Association.

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