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Die rapide Entwicklung neuer Technologien fordert etablierte Unternehmen heraus, ihre Innovationsprozesse kontinuierlich und agil anzupassen. In den letzten Jahren hat die Kollaboration zwischen Startups und Grossunternehmen zur gemeinsamen Entwicklung neuer Service- oder Produktinnovationen sowohl in der Wissenschaft als auch in der Praxis grosses Momentum erhalten. Immer mehr Grossunternehmen öffnen ihre Innovationsprozesse, um Startups Zugang zu ihren wertvollen Ressourcen zu ermöglichen und im Gegenzug deren neue Technologien zu integrieren. Die vorliegende Dissertation analysiert aus der Perspektive von Grossunternehmen die Kollaboration mit dem Startup-Ökosystem im Kontext von Open Innovation. Sie entwickelt die theoretischen Grundlagen, indem die in diesem Forschungsgebiet relevanten Terminologien und Konzepte in einem ersten Beitrag hergeleitet werden. In einem zweiten Beitrag wird ein Rahmenwerk, das Startup-Collaboration-Model, bestehend aus verschiedenen Dimensionen und Bewertungskriterien für Grossunternehmen entwickelt. Der dritte Beitrag schafft mit dem Startup-Collaboration-Model als konzeptuelles Analyseinstrument einen ausführlichen und einheitlichen Überblick über die gängigen Kollaborationsformen. Der Corporate Company Builder als die neuartigste Form der Startup-Kollaboration wurde zusätzlich in einem separaten Praxisartikel vertieft analysiert. Da die ersten drei wissenschaftlichen Beiträge auf die deskriptive Beschreibung der Startup-Kollaboration fokussieren, wurden im letzten wissenschaftlichen Beitrag die praktischen Implikationen der Startup-Kollaboration auf Grossunternehmen untersucht und aufgezeigt wie Innovationsverantwortliche die verschiedenen Kollaborationsformen dynamisch initiieren, managen und intern etablieren können. Den Kern der praktischen Erkenntnisse dieser kumulativen Dissertation bildet die sechsjährige Feldforschung bei der Swisscom. Basierend auf dem Design Science Resea

Abstract Purpose: This article aims to analyze how the practices related to the development of people in startups are configured. Originality/value: Considering that, until then, studies referring to startups focused on their concept, characteristics, and key success factors, this research contributes to filling a gap in the theory, as it presents a people development model suited to the characteristics of startups and, in this way, it makes possible to the founders or managers of startups to use the findings of this research in order to improve their performance. Design/methodology/approach: The methodological aspects of this research are characterized by exploratory and qualitative research. Semi-structured interviews are used as a collection technique in 16 startups. Findings: We observed that in startups: Teamwork is prioritized, the work environment is informal, the development of competencies occurs in the work environment itself through self-development or training provided by specialized professionals or by the leadership, there is flexibility in the time, place, manner in which activities are carried out, and the employee may even act in activities that would not be the responsibility of the position held.

This paper deals with Startups in India. It is a scheme launched by the Indian Government on 16th of January in 2016. This campaign is planned to bring new opportunities for the youths of the country. This initiative is to encourage the young entrepreneurs to greatly involve in the entrepreneurship for a better future. According to the program, around 1.25 lakh bank branches will encourage youth. Entrepreneurs by giving them a loan. This campaign will create new jobs for the people in India. This scheme will provide employment in long run. The success of this program may happen with overcoming some barriers like the rigid licensing system, lack of banks support, the absence of tax holiday etc.

In recent years, there has been a sharp increase in startups. This enables the rapid development of technology and technological innovation. Many inventors and innovators create intellectual property that is not always adequately protected. When observing the life cycles of startups, it can be noticed that large number of these startups become inactive within the first three years of operation. The aim of this article is to answer the questions: what factors influence startup successes and failures? Is the lack of intellectual property protection one of such factors, and if so, how can startups secure their inventions or innovations? What strategies can be applied to protect intellectual property? What does intellectual property protection look like in Polish startups? Desk research was used as the research method in the article. The literature on the subject was analysed along with the reports and studies of research companies, institutions associating startups and the websites of patent attorneys and law firms that help startups in the protection of intellectual property. Research has shown that, in most cases, startups see the need to protect intellectual property, which is of particular importance in high-tech sectors. Many factors can contribute to the failure of a startup at various stages of its development. It is important that the intellectual property is protected at the initial stage of the startup's development, and that the company has created and applied an appropriate intellectual property protection strategy.

According to Steve Blank, a startup is a temporary organization that is looking for a profitable, scalable, and repeatable business model. The aim of this article is to compare the startup environments in Poland and other European Union countries, in particular the functioning of accelerators and incubators. The study is based on analysing the sources of acceleration programs and methods of supporting young companies. It turns out that since 2007, the economies of European countries and the US have been feeling the growth of small enterprises that are innovative, and their products are often revolutionizing global markets. Many startups also end up in bankruptcy, but this does not discourage entrepreneurs from creating more and more new teams work on new innovative technologies. One of the biggest problems for start-up companies is finding financing. Hence the interest in the acceleration programs, thanks to which companies gain financing and, above all, mentoring and contact with investors and customers. The effects of cooperation between accelerators and young companies can also be seen on the Polish market. In the last two years new government projects have been created and directed by large corporations, which are supporting the ideas of young people and encourage the development of startups.

According to Steve Blank, a startup is a temporary organization that is looking for a profitable, scalable, and repeatable business model. The aim of this article is to compare the startup environments in Poland and other European Union countries, in particular the functioning of accelerators and incubators. The study is based on analysing the sources of acceleration programs and methods of supporting young companies. It turns out that since 2007, the economies of European countries and the US have been feeling the growth of small enterprises that are innovative, and their products are often revolutionizing global markets. Many startups also end up in bankruptcy, but this does not discourage entrepreneurs from creating more and more new teams work on new innovative technologies. One of the biggest problems for start-up companies is finding financing. Hence the interest in the acceleration programs, thanks to which companies gain financing and, above all, mentoring and contact with investors and customers. The effects of cooperation between accelerators and young companies can also be seen on the Polish market. In the last two years new government projects have been created and directed by large corporations, which are supporting the ideas of young people and encourage the development of startups.

This paper deals with Startups in India. It is a scheme launched by the Indian Government on 16th of January in 2016. This campaign is planned to bring new opportunities for the youths of the country. This initiative is to encourage the young entrepreneurs to greatly involve in the entrepreneurship for a better future. According to the program, around 1.25 lakh bank branches will encourage youth. Entrepreneurs by giving them a loan. This campaign will create new jobs for the people in India. This scheme will provide employment in long run. The success of this program may happen with overcoming some barriers like the rigid licensing system, lack of banks support, the absence of tax holiday etc.