1;Contents;6 2;List of Figures and Tables;10 3;List of Abbreviations;13 4;1 Introduction;14 4.1;1.1 Problem Statement;14 4.2;1.2 Structure of the Dissertation;17 5;2 Conceptual Basis and Status Quo of Research;19 5.1;2.1 Definition of Corporate Open Innovation Initiatives;19 5.2;2.2 Theoretical Framework & Status Quo of Research;19 5.2.1;2.2.1 Literature Review;19 5.2.1.1;2.2.1.1 Strategic Theory of the Firm;20 5.2.1.1.1;2.2.1.1.1 Resource-Based View;20 5.2.1.2;2.2.1.2 Open Innovation;21 5.2.1.3;2.2.1.3 Corporate Venturing;22 5.2.1.4;2.2.1.4 Corporate Entrepreneurship;23 5.2.1.5;2.2.1.5 Radical Innovation;24 5.2.1.6;2.2.1.6 Management Fashion;24 5.2.1.7;2.2.1.7 Incubator Literature Stream;25 5.2.1.8;2.2.1.8 Science Park Literature Stream;26 5.3;2.3 Research Gap;27 5.4;2.4 Research Questions;33 5.5;2.5 Research Approach;34 6;3 Taxonomy Development;36 6.1;3.1 Corporate Business Lab;36 6.2;3.2 Corporate Business Incubator;37 6.3;3.3 Corporate Business Accelerator;39 6.4;3.4 Corporate Venture Capital;41 6.5;3.5 Corporate Business Hub;44 6.6;3.6 Clustering Taxonomy Matrix for Corporate Open Innovation;45 7;4 Test for Validity of the Taxonomy Matrix Within the German Market;49 7.1;4.1 Corporate Open Innovation Initiatives Among Germany's Biggest Companies;49 7.2;4.2 Application of the Taxonomy for the Identified Initiatives;51 7.3;4.3 Evaluation of Results;55 8;5 Managing Corporate Open Innovation Initiatives: An Explorative Case Study Approach within the German Market;68 8.1;5.1 Case Study Design;68 8.2;5.2 Derivation of Questionnaire Questions;69 8.3;5.3 Selection of Interview Partners;89 8.3.1;5.3.1 Corporate Business Labs;91 8.3.1.1;5.3.1.1 Burda Bootcamp by Hubert Burda Media Holding GmbH & Co. KG;91 8.3.1.2;5.3.1.2 WATTx GmbH by Viessmann Werke GmbH & Co. KG;91 8.3.1.3;5.3.1.3 Corporate Business Lab of a Stock-listed Bank from Germany;92 8.3.2;5.3.2 Corporate Business Incubators;92 8.3.2.1;5.3.2.1 Corporate Business Incubator of a Stock-listed Bank from Germany;93 8.3.2.2;5.3.2.2 Incubator of a Stock-listed Telecommunication Company from Germany;93 8.3.3;5.3.3 Corporate Business Accelerators;93 8.3.3.1;5.3.3.1 ProSiebenSat.1 Accelerator GmbH by ProSiebenSat.1 Media SE;94 8.3.3.2;5.3.3.2 Metro Accelerator by Metro AG;94 8.3.4;5.3.4 Corporate Venture Capitalists;94 8.3.4.1;5.3.4.1 SevenVentures GmbH by ProSiebenSat.1 Media SE;95 8.3.4.2;5.3.4.2 TRUMPF Venture GmbH by Trumpf GmbH & Co. KG;95 8.3.5;5.3.5 Corporate Business Hubs;96 8.3.5.1;5.3.5.1 Corporate Business Hub of a Stock-listed Industrial Manufacturing Conglomerate Company from Germany;96 8.3.5.2;5.3.5.2 Corporate Business Hub of a Stock-listed Aviation Transport and Logistics Company from Germany;97 8.3.5.3;5.3.5.3 Corporate Business Hub of a Stock-listed Energy Production and Distribution Company from Germany;97 8.3.5.4;5.3.5.4 Corporate Business Hub of a Stock-listed Specialty Chemicals Production Company from Germany;98 8.4;5.4 Evaluation Methods;98 8.5;5.5 Case Study Results: Derivation of Assumptions;100 8.5.1;5.5.1 Corporate Business Labs;100 8.5.1.1;5.5.1.1 Incumbent's Motivation;100 8.5.1.2;5.5.1.2 Location & Working Environment Within the Initiative;104 8.5.1.3;5.5.1.3 Venture Target Selection;110 8.5.1.4;5.5.1.4 Investment Period;115 8.5.1.5;5.5.1.5 Financing Strategies;120 8.5.1.6;5.5.1.6 Management's Best Practices;124 8.5.2;5.5.2 Corporate Business Incubators;132 8.5.2.1;5.5.2.1 Incumbent's Motivation;132 8.5.2.2;5.5.2.2 Location & Working Environment Within the Initiative;135 8.5.2.3;5.5.2.3 Venture Target Selection;139 8.5.2.4;5.5.2.4 Investment Period;142 8.5.2.5;5.5.2.5 Financing Strategies;145 8.5.2.6;5.5.2.6 Management's Best Practices;149 8.5.3;5.5.3 Corporate Business Accelerators;153 8.5.3.1;5.5.3.1 Incumbent's Motivation;153 8.5.3.2;5.5.3.2 Location & Working Environment Within the Initiative;157 8.5.3.3;5.5.3.3 Venture Target Selection;162 8.5.3.4;5.5.3.4 Investment Period;166 8.5.3.5;5.5.3.5 Financing Strategies;170 8.5.3.6;5.5.3.6 Management's B