Corporate Venture Capital e Aceleradores Corporativos: diferenças e similitudes

RESUMO A pesquisa tem como objetivo apontar as diferenças e similitudes entre Corporate Venture Capital (CorpVC) e Aceleradores Corporativos (AC), mecanismos estes de colaboração entre empresas maduras e Startups. A pesquisa apontou que o fenômeno de Aceleradores Corporativos e de Corporate Venture Capital são práticas de inovação aberta, que podem ser semi-institucionalizadas em empresas que possuam a intenção de buscar inovação em ambientes externos. O fato de CorpVC e AC serem baseados em objetivos estratégicos, e não só financeiros, os diferenciam das outras modalidades de investimentos feitas diretamente em empresas, no entanto, percebeu-se que ambas as estratégias têm diferenças cruciais, que, se vistas anteriormente pela empresa madura, podem ser mais bem aplicadas, garantindo o índice de sucesso maior, baseado no propósito e objetivo da Corporação financiante.

Readiness Assessment for IDE Startups: A Pathway toward Sustainable Growth

Innovation-driven enterprises (IDEs) steer their businesses with ideas, technology, and innovation. However, many of them have limited resources, capabilities, and readiness to turn their valuable creativity into marketable products. For IDE startups to survive and achieve sustainable growth, they must seek financial and other, non-pecuniary support from governmental agencies and large corporate venture capitalists. Usually, governments and large firms need to determine the readiness level (RL) of IDE startups, in order to set up proper strategies for resource allocation, resource prioritization, and collaborative R&D to support startups. In addition, IDE startups themselves also need to perform self-assessment of their readiness level to identify rooms for improvement. This research addresses the significance of IDE readiness assessment. An assessment framework, connecting four dimensions, specifically technology, manufacturing, business, and commerce, is proposed, and three case examples are presented to demonstrate the application of the proposed framework.

THE IMPACT OF STRATEGY AND STRUCTURE ON THE PERFORMANCE OF CORPORATE VENTURE CAPITAL UNITS

The range of organisational designs and their interplay with the objectives of corporate venture capital (CVC) units has yet to be fully understood. Using primary qualitative data collected from 20 CVC units, the authors show that although strategy does not always consciously drive structural design, there are clear patterns of beneficial organisational structure that support achievement of particular objectives. Furthermore, the authors discuss the implications of objectives and organic, hybrid and mechanistic structures on CVC performance, contributing both to the CVC literature and the practice of corporate venturing.