Corporate Venture Capitalists’ Ambidexterity: Myth or Truth?

Rossi, Matteo; Festa, Giuseppe; Papa, Armando; Scorrano, Paola

doi:10.1109/tem.2019.2903984

Cited by 27 publications

(41 citation statements)

References 70 publications

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“…This occurs because they seek to change quickly and to co‐evolve with their ecosystems, which demands constant and continuous adjustments in increasing knowledge convergence, market sensitivity, and fluidity in resource picking (Wilson and Doz, 2011). However, most SME leaders and entrepreneurs can maintain an agile orientation and succeed in overwhelmingly competitive arenas, which facilitates growth and profits (Rossi, Festa, Papa, and Scorrano, 2019; Sarker and Sarker, 2009).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

A Self‐Tuning Model for Smart Manufacturing SMEs: Effects on Digital Innovation

Giudice

Scuotto²,

Papa

et al. 2021

J of Product Innov Manag

Self Cite

136

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With the changing way people live, communicate, and work, enterprises are striving to shift their existing business model into a “self‐tuning” one. Enterprises are becoming more agile, adaptive, and ambidextrous in order to boost innovation in the current digital transformation era. Nowadays, “digital innovation” is closely associated with Industry 4.0 enablers and smart enterprises. Prior research has shown that while multinational enterprises—across many sectors—have already embraced the aforementioned advancements, their adoption by small and‐medium‐sized enterprises (SMEs) has so far taken place mainly in the manufacturing sector. Thus, based on a sample of 280 self‐tuned smart manufacturing SMEs and having utilized the structural equation modeling (SEM), this study was aimed to investigate how digital innovation is influenced by the three pillars of self‐tuning models—agility, adaptation, and ambidexterity. Our paper has focussed on the digital systems in which SMEs, spurred by networking and open innovation solutions, operate and innovate in response to external triggers, displaying a balance between exploration and exploitation, and a strong agile capacity.

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Section: Theoretical Frameworkmentioning

confidence: 99%

A Self‐Tuning Model for Smart Manufacturing SMEs: Effects on Digital Innovation

Giudice

Scuotto²,

Papa

et al. 2021

J of Product Innov Manag

Self Cite

136

View full text Add to dashboard Cite

show abstract

“…While high, the two correlation coefficients show some differences (þ0. Using an approach used in similar research (Rossi et al, 2019a(Rossi et al, , 2019b, the entrepreneurial intensity of VC operations can be proxied by the product between the round weight and the invested amount: in this comparison, IVCs' and CVCs' same linear evolution through different rounds can be "normalized" to the sole amount. From the above evidence, RQ2 can be answered ("Among investments operated by IVCs and CVCs, is entrepreneurial intensity stronger for IVCs or CVCs?"…”

Section: Results Concerning Venture Capitalist Co-evolutionmentioning

confidence: 99%

“…The aim of the latter phase of this research was the construction of a conceptual context for categorizing institutional and corporate VCs as "ambidextrous," "hybrid" or "disambidextrous" (Rossi et al, 2019a) The three types of VC investors considered, each one expressing a different approach to knowledge enhancing, are the following (Rossi et al, 2019a):…”

Section: Methodsmentioning

confidence: 99%

“…VC activity is physiologically oriented to find an appropriate equilibrium between exploration and exploitation (Rossi et al, 2019a). Achieving this balance likely involves the construction of a relational context (involving the ventured organization team and the VC community more generally) based on knowledge acquisition/creation/utilization and sharing (Sun, 2010;Cegarra-Navarro et al, 2018) with social (Prieto et al, 2009) and/or open modalities (Natalicchio et al, 2017), which can allow plain integration between firm-backed and corporate teams (Hill and Birkinshaw, 2014).…”

Section: Institutional Venture Capitalists and Corporate Venture Capitalist Ambidexterity From Knowledge Management Behaviormentioning

confidence: 99%

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Knowledge management behaviors in venture capital crossroads: a comparison between IVC and CVC ambidexterity

Rossi

Festa

Papa

et al. 2020

JKM

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Purpose Institutional venture capitalists (IVCs) and corporate venture capitalists (CVCs) deploy analogous activities but adopt different approaches to financing innovation and value creation for venture-backed firms. Thus, this paper aims to investigate their potential ambidexterity as a result of knowledge management (KM) strategies and processes. Design/methodology/approach After a focused literature review showing evidence of KM behaviors as a source of potential ambidexterity for IVCs and CVCs, descriptive, inferential and discriminant analyses on the 15 most active IVCs and CVCs in the world in 2019 are presented. Correlations between numbers of deals, prevailing entrepreneurial intensity and potential ambidexterity are investigated. Findings Specific differences are analyzed from a KM perspective, revealing that the number/percentage of operations per round can result as a misleading criterion of knowledge accumulation. Finally, a theoretical model for ambidexterity for venture capitalists is developed. Originality/value The study shows that IVCs act with greater investment capacity because of their organizational structure and purpose and focus on financial goals; moreover, they are ambidextrous, although their exploration may more frequently entail exploitation than “real” exploration. CVCs tend to invest in sectors related to their core business, coherent with their strategic purpose and more oriented with KM strategies for accumulating intellectual capital.

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“…Firms have to struggle with the constant need to reinvent themselves in order to maintain their competitive spirit and keep up with the rapidly-changing industry. As noted by [2] and [3] a strategy to achieve this may be the use of mergers and acquisitions (M&A). For example, the complex global technological industry has led to more international R&D outsourcing, partnerships, loose alliances, and networks working together for strategic goals [4].…”

Section: Introductionmentioning

confidence: 99%

Mapping the Future of Cross-Border Mergers and Acquisitions: A Review and Research Agenda

Kiessling

Vlačić

Dabić

2021

IEEE Trans. Eng. Manage.

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Cross-border mergers and acquisitions are considered one of the main strategies employed by firms to maintain a competitive edge and compete in the high-velocity global industry. This research field holds great promise as many facets are under-explored. Taking into consideration the growing interdisciplinary interest in M&A research, we performed content analysis in combination with the statistical procedure (HOMALS) on 933 articles gathered from the Web of Science and Scopus databases. The quantitative analysis of the intellectual structure of cross-border M&A field yielded the six topics of interest for future research: acquisition versus strategic alliance or joint venture, partial purchase, the outbound acquisitions from emerging market firms, micro-multinationals, the human side of cross-border acquisitions that tie in with the upper echelons research and knowledge management and transfer, in specific, tacit knowledge.

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Corporate Venture Capitalists’ Ambidexterity: Myth or Truth?

Cited by 27 publications

References 70 publications

A Self‐Tuning Model for Smart Manufacturing SMEs: Effects on Digital Innovation

A Self‐Tuning Model for Smart Manufacturing SMEs: Effects on Digital Innovation

Knowledge management behaviors in venture capital crossroads: a comparison between IVC and CVC ambidexterity

Mapping the Future of Cross-Border Mergers and Acquisitions: A Review and Research Agenda

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