scholarly journals Corporate venturing en de concurrentieomgeving

2004 ◽  
Vol 78 (5) ◽  
pp. 233-239
Author(s):  
Frans A. J. Van Den Bosch ◽  
J. H. Burgers ◽  
Henk Volberda
Keyword(s):  
Corporate Venturing ◽  
Corporate Ventures

In dit artikel staat de vraag centraal hoe corporate venturing de dynamiek beïnvloedt in de concurrentieomgeving. Hiertoe is een raamwerk ontwikkeld waarin de verschillende typen corporate ventures gerelateerd worden aan de product- en factormarktdynamiek van de onderneming. Het raamwerk laat zien dat ondernemingen twee strategieën kunnen volgen wat betreft corporate venturing. Ten eerste, kiezen voor typen corporate ventures waarbij de huidige marktdynamiek in stand blijft (bestendiging). Ten tweede, kiezen voor typen ventures waarbij de bestaande marktdynamiek sterk toeneemt (verstoring). Het raamwerk verschaft managers inzicht in de gevolgen van corporate venturing voor de concurrentieomgeving. Een vergroting van de marktdynamiek vraagt om een ander, meer flexibel type organisatie. Een beknopte casestudie naar venture strategieën van de Rabobank en de ING illustreert de toegevoegde waarde van het ontwikkelde raamwerk.

Exploring the effects of corporate venturing on new business creation

2007 ◽  
Vol 10 (1) ◽  
pp. 13-24 ◽  
Author(s):  
Salvatore Sciascia ◽  
Fernando G. Alberti ◽  
Riccardo De Vita ◽  
Alberto Poli
Keyword(s):  
Entrepreneurial Orientation ◽  
Large Firms ◽  
Low Level ◽  
Corporate Venturing ◽  
Business Creation ◽  
New Business ◽  
Corporate Ventures

One of the main problems of large firms is that they tend to lose their entrepreneurial orientation (EO) once they have grown.The launch of corporate ventures (CV) has been adopted by managers, and studied by scholars, as the means to create new businesses within large companies with a low level of EO. Extensive research on CV has been carried out to understand how these projects can effectively lead to new business creation. However, there are no studies on the effect of CV projects on new business creation after the project has ended. More specifically, scholars have overlooked the prospect that a CV project may continue to influence new business creation and how this is possible. This article explores how CV projects have an effect on new business creation after they end, if any.The discussion builds on the analysis of the case study of Riso Gallo, an Italian company operating in the rice industry, which developed a CV project between 1988 and 1996 to sidestep a poor EO.

Explorative and Exploitative Learning from External Corporate Ventures

2005 ◽  
Vol 29 (4) ◽  
pp. 493-515 ◽  
Author(s):  
Henri A. Schildt ◽  
Markku V.J. Maula ◽  
Thomas Keil
Keyword(s):  
Public Information ◽  
Information And Communications Technology ◽  
Capital Investments ◽  
Interorganizational Learning ◽  
Corporate Venturing ◽  
Explorative Learning ◽  
Corporate Venture ◽  
Exploitative Learning ◽  
Venture Capital Investments ◽  
Corporate Ventures

This study examines the antecedents of explorative and exploitative learning of technological knowledge from external corporate ventures. We compare different forms of external corporate venturing, namely corporate venture capital investments, alliances, joint ventures, and acquisitions, as alternative avenues for interorganizational learning. Furthermore, we test the effects of multiple relational characteristics on the type of learning outcomes. Our empirical analysis is based on citations in patents filed by a sample of 110 largest U.S. public information and communications technology companies during the years 1992–2000. We find that corporate venturing mode and technological relatedness have significant effects on the likelihood of explorative learning.

scholarly journals Corporate entrepreneurship - Distilling the concept

2015 ◽  
Vol 7 (1) ◽  
pp. 69 ◽  
Author(s):  
Colene Hind ◽  
Renier Steyn
Keyword(s):  
Key Words ◽  
Corporate Entrepreneurship ◽  
The Other ◽  
Strategic Renewal ◽  
Corporate Venturing ◽  
Body Of Knowledge ◽  
Core Elements ◽  
Conceptual Confusion ◽  
Level Of Agreement

<p><strong>Background:</strong> Corporate entrepreneurship (CE) is credited for many positive organisational outcomes, including systemic growth and increased revenue. Several terms associated with CE, including strategic renewal, corporate venturing and intrapreneurship are frequently used interchangeably and often confuse scholars, researchers and practitioners. The lack of clarity about the exact meaning of these terms is detrimental to the synergy in the current body of knowledge and the development of models involving these concepts. Objective: The aim of this paper was to describe CE as a unique concept, distinguishable from related concepts. Methodology: Several definitions of CE as well as the related terms were dissected, to identify core elements associated with each of them. The validity of these comprehensive definitions was tested by requesting 68 master’s degree students to classify the definitions. Inter-rater reliabilities were calculated in order to assess the level of agreement in the classification of the constructs. Results: The results indicate that CE is difficult to distinguish from strategic renewal and corporate venturing, but that intrapreneurship seems to be better defined and separate from the other constructs. Conclusion: These results emphasise the conceptual confusion that exists around CE and the need for further clarification of terminology.</p><p><strong>KEY WORDS</strong></p><p>Corporate entrepreneurship, strategic renewal, corporate venturing, intrapreneurship.</p>

The changing face of corporate venturing in biotechnology

2012 ◽  
Author(s):  
Georg von Krogh ◽  
Boris Battistini ◽  
Fotini Pachidou ◽  
Pius Baschera
Keyword(s):  
Corporate Venturing

Organizing for internally developed corporate ventures

1993 ◽  
Vol 8 (1) ◽  
pp. 75-90 ◽  
Author(s):  
Deborah Virginia Brazeal
Keyword(s):  
Corporate Ventures
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