| 000 | 01762cam a2200229 4500500 | ||
|---|---|---|---|
| 005 | 20250119103316.0 | ||
| 041 | _afre | ||
| 042 | _adc | ||
| 100 | 1 | 0 |
_aDonada, Carole _eauthor |
| 700 | 1 | 0 |
_a Nogatchewsky, Gwenaëlle _eauthor |
| 245 | 0 | 0 | _aStart-Up Complementor Selection in a Large Company: A Case Study |
| 260 | _c2023. | ||
| 500 | _a1 | ||
| 520 | _aThis research studies a large company’s selection control system for start-up complementors. A start-up complementor is a young, innovative company with the resources and skills to enable it to complement a large company’s value proposition through collaboration. Our analysis of a start-up complementor selection unit, within IBM France, led us to identify a selection control system with four elements: attraction measures, a process that is both bureaucratic and flexible, formal and informal selection criteria, and a team of complementary selectors (a genius, a chameleon, an expert, and a sponsor). This system is “double-sided”: adapted to the large company on one side, and to start-ups on the other. It appears to create the conditions for the strategic fit required for complementor engagement in the collaboration. This research suggests that strategic fit is a control problem that, like cooperation and coordination problems, must be considered in the development and implementation of the selection control system. | ||
| 690 | _aselection | ||
| 690 | _astart-ups | ||
| 690 | _ainterorganizational | ||
| 690 | _acontrol systems | ||
| 690 | _acomplementors | ||
| 786 | 0 | _nAccounting Auditing Control | Volume 29 | 2 | 2023-02-06 | p. 97-133 | 1262-2788 | |
| 856 | 4 | 1 | _uhttps://shs.cairn.info/journal-accounting-auditing-control-2023-2-page-97?lang=en&redirect-ssocas=7080 |
| 999 |
_c410999 _d410999 |
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