Corporate venturing: Insights from actual performance

Kuratko, Donald F.; Covin, Jeffrey G.; Garrett, Robert P.

doi:10.1016/j.bushor.2009.05.001

Cited by 97 publications

(81 citation statements)

References 15 publications

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“…Commitment is most likely to be effective when managers can influence outcomes, a situation that is more likely in small organizations, such as those we studied. Consistent with this belief, Kuratko, Covin, and Garrett (2009) found small corporate ventures were more likely to thrive when the venture's goals were clear. Commitment is also especially vital to the performance of high-technology manufacturing firms.…”

Section: Entrepreneurial Orientationsupporting

confidence: 70%

The effects of entrepreneurial orientation and commitment to objectives on performance

Simon

Stachel

Covin

2011

New England Journal of Entrepreneurship

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The relationship between entrepreneurial orientation (EO) and performance is often moderated by different factors. Specifically, scholars have called for research examining whether commitment to long-term objectives improves EOʼs effectiveness, believing that commitment may help firms overcome obstacles associated with EO. In response, we collected survey data from executives in 126 small, high-technology firms, and found that EO and commitment to objectives enhanced sales growth. In addition, the study determined that commitment to objectives was associated with greater increased sales growth of companies high in EO, as compared to those low in EO.

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Section: Entrepreneurial Orientationsupporting

confidence: 70%

The effects of entrepreneurial orientation and commitment to objectives on performance

Simon

Stachel

Covin

2011

New England Journal of Entrepreneurship

Self Cite

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“…The company develops a new business from R&D Campbell et al (2003) and Kuratko, Covin, and Garrett (2009) Source: Elaborated by the authors.…”

Section: The CV Context In Brazilmentioning

confidence: 99%

Towards an understanding of corporate venturing practices in Brazil

et al. 2013

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Corporate venturing (CV) is an important mechanism for companies seeking to renew their product offerings by creating new markets, launching new products and forming new stand-alone business units. It is a common practice amongst companies in developed countries but remains underutilized by companies in developing countries. This paper examines CV in Brazil. A survey of the 100 largest companies in Brazil indicates that it is uncommon. Most of the CV activities that do exit are less than 5 years old. Case studies of Intel Corporation and Telefônica illustrate the strategic objectives of CV in these companies. Intel uses external CV to promote the development of its ecosystem. At Telefônica, CV is used to stimulate radical innovation through investment in new ideas generated both within the company and externally.

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“…Companies must take risks and innovate proactively. One way of dealing with these issues is through creating new venture [15,17,19,27]. A new venture can be introduced as a separate division of a corporation (internal venture) or as a newly stand-alone company (external venture) created to develop new products and services and introduce them to the market [3].…”

Section: Innovation In Large Companiesmentioning

confidence: 99%

Lean startup

Edison

Abrahamsson

2015

Scientific Workshop Proceedings of the XP2015

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Software industry has been shifting from traditional, planbased software development to agile software development. Agile seems able to prescribe on how to develop a working software faster, but is still unable to give answer what product should be developed. This paper aims to investigate why large companies should adopt Lean startup to seek for radical innovation. This understanding could be used as a basis to confront disruptive innovation where the problem and the solution are both unknown. A single case study was conducted in a large software company. Eight practitioners with different roles were interviewed. We identified the characteristics of internal startups and the lessons learned on practising Lean Startup inside the large software company.

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Corporate venturing: Insights from actual performance

Cited by 97 publications

References 15 publications

The effects of entrepreneurial orientation and commitment to objectives on performance

The effects of entrepreneurial orientation and commitment to objectives on performance

Towards an understanding of corporate venturing practices in Brazil

Lean startup

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