Effects of Internal Corporate Venturing on the Transformation of Established Companies

Selig, Christoph J.; Gasser, Tim; Baltes, Guido

doi:10.1007/978-3-030-20138-8_7

Cited by 7 publications

(3 citation statements)

References 73 publications

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“…Highly uncertain and complex business environments, driven by accelerating technology cycles, the importance of business model innovation, and trends like open innovation and customer‐driven innovation, require such an innovation process (Tidd, 2001). Accordingly, many scholars highlight CV as an important activity for modern innovation management that usually has to deal with such environments (e.g., Gobble, 2018; Gold & Berg, 2017; Hill & Birkinshaw, 2008; Richter et al, 2018; Selig et al, 2019; Vanhaverbeke et al, 2008).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Indeed, CV is called‐on to deliver peripheral activities only, instead of organizationally consequential innovations (Burgers et al, 2008; Burgelman & Välikangas, 2005; Campbell et al, 2003). A deeper understanding how CVUs can engage in strategic renewal is therefore required to address this general gap and develop a holistic organizational framework of SCV (Hill & Georgoulas, 2016; McGrath et al, 2006; Selig et al, 2019).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Leveraging new business innovation for strategic renewal: An organizational framework for strategic corporate venturing

Weiss

Kanbach

2023

Creat Innov Manage

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To adapt their competitive advantages for successful strategic renewal, established companies must apply suitable innovation activities. One way to achieve this is the establishment of corporate venturing units that create organizationally consequential new business innovation for their parent company. However, the understanding of the distinctive organizational characteristics for such strategic corporate venturing is limited. To address this gap, our abductive study develops a conceptual organizational framework by linking key concepts of strategic renewal with corporate venturing. This framework is subsequently compared with insights emerging from the qualitative data of 29 corporate venturing units. This comparison allows us to define six types of units with different possible roles for the strategic renewal of the parent company, and a final exploratory organizational framework with distinctive organizational characteristics for strategic corporate venturing. These include a set of dynamic capabilities with corresponding resources as possible enablers for a planned innovation logic that requires interlinked-ambidextrous structures. These findings provide a foundation for an empirical model of strategic corporate venturing, as well as novel insights for establishing dynamic capabilities and ambidexterity within interlinked organizational entities. Practitioners can build on these findings to leverage corporate venturing units as a systematic and organized innovation activity for strategic renewal.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Leveraging new business innovation for strategic renewal: An organizational framework for strategic corporate venturing

Weiss

Kanbach

2023

Creat Innov Manage

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“…New business models emerge based on discontinuous disruptive innovations, with digitalization and globalization further fueling this type of innovation (Lyytinen et al, 2016). Companies must become more entrepreneurial and agile in order to remain competitive in a volatile environment (Selig et al, 2019;Weiblen & Chesbrough, 2015), while simultaneously improving their business through incremental and process innovations (O'Reilly & Tushman, 2013). Digitization transforms not only entrepreneurial potential but also activities (Petković, 2020, pp.…”

mentioning

confidence: 99%

Theoretical foundation of corporate entrepreneurship

Erić-Nielsen,

Nikolić,

Bošković

2023

Bizinfo

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Corporate entrepreneurship represents a systematic entrepreneurial initiative aiming to revitalize the organization internally through the creation of new business within the existing one, but also the transformation and revitalization of the organization through core values redefinition. The research object is to address and reduce significant research gap regarding definitional and conceptual challenges in distinguishing corporate and independent entrepreneurship. Contemporary studies in the domain of entrepreneurship are evolving towards the analysis of corporate and independent entrepreneurship as two distinct, even though closely related phenomena. Using qualitative research methodology, the manuscript provides thorough insight and elaboration of the conceptual foundation and unique nature of corporate entrepreneurship.

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Strengthening Organizational Ambidexterity through Corporate Entrepreneurship Activities

Selig

Baltes

2020

2020 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC)

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Effects of Internal Corporate Venturing on the Transformation of Established Companies

Cited by 7 publications

References 73 publications

Leveraging new business innovation for strategic renewal: An organizational framework for strategic corporate venturing

Leveraging new business innovation for strategic renewal: An organizational framework for strategic corporate venturing

Theoretical foundation of corporate entrepreneurship

Strengthening Organizational Ambidexterity through Corporate Entrepreneurship Activities

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