Abstract
We focus on how international research and development (R&D) teams of portfolio entrepreneurs and their management controllers can help to innovate and sustain entrepreneurial activities. An algorithmic decision-making model is implemented that indicates how such portfolio entrepreneurs build complex business structures and create a context for management accounting controllers’ information that is suggestive of R&D internationalization challenges. A case study is utilized to compare one large and one medium-sized business conglomerate. Open interviews were conducted with portfolio entrepreneurs and their management controllers. We found that the international R&D teams of portfolio entrepreneurs and their management controllers have different mindsets when assessing sustainable innovative approaches for the existing business and for future expansion through acquisitions. Our findings assert the importance of context when understanding the challenges of management controllers dealing with the internationalization of such R&D efforts.
Highlights
Teams engaging in innovation and entrepreneurial activities within and across organizations have attracted significant scholarly attention due to their unique characteristics as sources of research and develop ment (R&D) (Vrontis & Christofi, 2019) and corporate venturing (Bat tistini et al, 2013)
This paper presents algorithmic pathways, such as artificial intelligence (AI) algorithms, that allow for a unique interpre tation of the decision-making process of portfolio entrepreneurs (Rodgers et al, 2021)
In the context of research and development (R&D) internationalization, entrepreneurial decision-making involves greater uncertainty, where the effective decision-making of key actors becomes even more critical in fostering such developments, whether in SMEs or in large companies
Summary
Teams engaging in innovation and entrepreneurial activities within and across organizations have attracted significant scholarly attention due to their unique characteristics as sources of research and develop ment (R&D) (Vrontis & Christofi, 2019) and corporate venturing (Bat tistini et al, 2013). A recent surge in cross-border R&D collaborations has brought about challenges associated with managing R&D internationalization (Hurtado-Torres et al, 2018; Zhang et al, 2021) Such associated challenges are no less prevalent in entrepre neurship decision-making processes under uncertain conditions, severe time pressure, and complex environments (Shepherd et al, 2015) by upper echelon teams comprising portfolio entrepreneurs and manage ment controllers (Frank & Landstrom, 2016; Strike, 2013) as a response to other actors and the dynamic business environment. Entrepreneurial decision-making is a well-established area of interest (Forlani & Mullins, 2000; Levesque et al, 2009; Shepherd et al, 2015),
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