Competitive advantages in new corporate ventures: The impact of resource sharing and reporting level

Internal corporate venturing: a review of (almost) five decades of literature

“…Thematically, the impact of organizational context variables on ICV outcomes garnered the most attention (at 25 percent). Much of this literature probed in more depth than previously the complex challenges embodied in relationships between ventures and other parent company stakeholders (for example, Kanter et al 1991;Miller et al 1991) and the importance of championing roles for garnering organizational support for venturing (for example, Day 1994;Simon and Houghton 1999). Next in line were: (a) continued studies on the influence of ICV strategy on venturing performance (typically from a positioning perspective, although sometimes also from an RBV vantage point); and (b) literature comparing ICV against other modes of venturing.…”

“…A study by Klavans et al (1985), however, found a negative correlation between the number of ICVs undertaken and the expansion of existing markets. Findings are equivocal too where relatedness is viewed as the sharing of resources, suggesting that drawing on parent resources may improve product quality but worsen costs for ventures (Miller et al 1991). Resource sharing appears to have little direct impact on venture ROI (Miller and Camp 1985), but it may enhance market share gain where parent companies have strong intangible (brand) assets (Sorrentino and Williams 1995).…”

Resources, environmental change, and survival: asymmetric paths of young independent and subsidiary organizations

“…With regard to initial endowments, subsidiary organizations have a number of advantages over independent organizations . First, ties to a parent organization confer valuable access to financial resources, such as providing assets accumulated through on‐going operations (Hines, 1957; Miller, Spann, and Lerner, 1991). Organizational scholars have found that limited endowed resources and a lack of supporting institutions lead to a greater liability of newness (Stinchcombe, 1965) and higher failure rates (Baum, 1996; Carroll and Hannan, 2000).…”

Exploring the antecedents of social liabilities in CVC triads—A dynamic social network perspective

“…The focus is usually on the corporation (Chesbrough, 2002;Dushnitsky and Lenox, 2005;Kann, 2000) or the CVC unit in its relationship to the portfolio company (PC). When this CVC-PC dyad is the unit of analysis, the researcher usually adopts the perspective of either side (Birkinshaw et al, 2002;Miller et al, 1991). An empirical dyadic analysis of new venture firm and corporation is very uncommon .…”