The impact of IT-based knowledge management systems on internal venturing and innovation: a structural equation modeling approach to corporate performance

Purpose The purpose of this paper is to assess the perceived importance of information technology (IT) as a core factor enabling innovation in knowledge management (KM). The aim is to propose an approach for using the IT tools for KM involved in the design of effective learning applications to help the firms to guide internal venturing development. Design/methodology/approach The research design at the base of the present research has provided a survey which was conducted on a sample consisting of 187 different companies located in the Italian provinces of Naples and Caserta, from the segments of the electronics, the computer and network systems, the software (SW) development, aimed at deepening connections and influences of the use of IT-based knowledge management system (KMS). Structural equation modeling technique has been performed to get results. Findings Consistent with what has been observed in previous studies (Del Giudice and Straub, 2011), the empirical analysis developed has confirmed that 72 per cent of companies surveyed has defined themselves much agree on the ability of KMS for supporting complex phenomena such as internal venturing: both encouraging the individual to become “intrapreneur”; and helping the employee to improve their performances within business processes in which they are likely to be involved. Originality/value This paper reviews key research literature issues on IT revolution for KM. With the growth of new and exciting IT opportunities, however, comes the daunting opportunity to experiment interoperable, easy to use, engaging and accessible IT applications that communicate the right information needed to reconfigure innovative mechanisms for entrepreneurism and organizational performance.

Brand intrapreneurs and brand managers: in search of disruption

Purpose – The paper aims to postulate as to whether the brand manager function and role is best placed for creating high growth, disruptive brand portfolios. As a potential solution toward resolving this, prescriptions for nurturing brand intrapreneurs are advanced to accelerate corporate entrepreneurial thinking and action based on the empirical case material. Design/methodology/approach – This paper draws from seven case studies of six large global consumer packaged goods (CPG) firms involved in strategic brand venturing activity. Interview quotations are used to provide an invocative account of key ideas and arguments in the paper. Data gathering comprised extensive documentation and observation, and 21 semistructured interviews with senior-level executives and entrepreneurs. Interviews ranged in length with a mean interview time of 1 hour 23 minutes. All interviews were recorded with interviewee permission and, subsequently, transcribed and analyzed. Within-case and across-case analyses were performed using the spiral methodology espoused by Creswell (2007). Findings – Findings are clustered under three themes: galvanic and savvy leaders, entrepreneurial program design and nuanced operating models. In particular, the simultaneous practice of external and internal venturing inside a single venturing unit was noted to generate unique learning and promote corporate entrepreneurial action. Research limitations/implications – While case studies offer a way of investigating complex real-life phenomena with multiple variables, their ideographic nature suffers from an inability to generalize findings to other populations. This research design is no different. Nevertheless, rigorous within-case and cross-case analyses were performed involving world-class CPG marketing corporations to arrive at the findings presented. Practical implications – Numerous prescriptions for implementing brand intrapreneurship are advanced in the paper. Originality/value – Although technology venturing is a well-researched topic, ambidextrous brand venturing groups among CPG corporations renown for their marketing and branding prowess are only beginning to catch-on in practice – this is one of the first empirical paper to enumerate the practices of brand intrapreneurship within a strategic brand venturing framework.

Exploring the Practice of Corporate Venturing: Some Common Forms and Their Organizational Implications

This study explores the domain of corporate venturing using a theoretically grounded classification typology as an organizing scheme. The typology is applied in a field study of corporations that are active In venturing and based in the United Kingdom or the United States. Corporate venturing is classified into four generic forms by the focus of entrepreneurship and the presence of investment intermediation: (1) direct-internal venturing; (2) direct-external venturing; (3) indirect-internal venturing; and (4) indirect-external venturing. A managerial decision framework is offered to assist corporate executives in selecting potentially appropriate forms of corporate venturing, given specific venturing objectives and corporate circumstances.