Organizational Choices and Venturing Modes: An Analysis of Corporate Venture Capital Activities in Legacy Media

Abstract

Traditional media companies increasingly search for know-how and novel input outside their own INTRODUCTIONDuring the last decades, the rapid and ongoing development of new technologies has led to disruptive innovations in the media landscape. With new ventures constantly generating "rapid cycles of innovation, experimentation, and distribution" (Engel, 2011, p. 36), established corporations are facing the challenge of maintaining a competitive advantage. To do so, legacy media corporations have to foster their innovative potential by strategically opening their innovation processes (Battistini, Hacklin, & Baschera, 2013), which is difficult because of the complex nature of media innovations (Bruns, 2014;Dogruel, 2014

A comparative study of institutional factors influencing entrepreneurial activities: a case study of Egypt and Saudi Arabia

“…Also, their corporate venture capital exercises and activities help manufacture social capital and draw in them with new arranges over the business, from which they would some way or another have been barred (Selig and Baltes, 2017). Along these lines, it was connecting inside new systems and new networks may demonstrate especially accommodating for organizations to diminish vulnerability, uncertainty and quicken points of interest for research and development (Kunz et al, 2017). 137…”

“…It has been tried to define corporate venture capital as a vital part of an association's innovation tool and accordingly as fundamental to open innovation procedures and strategy (Selig et al, 2018). According to the literature, partnerships firms and corporations working and operating in turbulent environments largely use corporate venture capital as a response to Schumpeterian rivalry and competition (Kunz et al, 2017). By some researchers, others have characterized and defined corporate venture capital as a minority value and equity investment by start-ups and enterprises in a privately held entrepreneurial venture.…”

“…Researchers have introduced this concept gives a general review of possible investment programs that is largely applicable to different works and has been utilized as a structure in late studies (Selig and Baltes, 2019). Some authors recognize four fundamental organizational forms and types of corporate venture capital investments, which range on a continuum of tight to wide incorporation structures with the parent organization: (1) direct investments, (2) entirely owned subsidiaries, (3) committed corporate venture reserves or funds, or (4) corporate venture capital as limited partner (Kunz et al, 2017).…”

Impact of Corporate Venture Capital on Digital Business Transformation: A Case Study in Germany

“…Dushnitsky [11], Kunz et al [12] as well as Lee and Kang [13] focused more on the relationships between OI and CVC investment, and described the integration of CVC into OI activities, the role of outside-in innovation, and the monitoring of disruptive innovations, especially in the context of digital transformation. It should be taken into consideration that Kunz et al [12] focused on legacy media. CVC was integrated into the OI activities of corporate investors, which was used by investors in OI activities from closed innovation processes to outside-in ones.…”

Strategic challenges of newspaper publishing in an international perspective

“…Parallel with the more fundamental conclusions on the future of newspaper publishing, research continued on selected managerial issues such as how to generate a variety of alternative or additional financial resources (e.g., Bechmann, Bilgrav-Nielsen, Korsgaard, & Jensen, 2016; Fletcher & Nielsen, 2017; Geidner & D’Arcy, 2015; Holm, 2016; Ladson & Lee, 2017), to organize innovation (e.g., Cestino & Berndt, 2017; Küng, 2015; Virta & Nando, 2017) and venture activities (e.g., Hasenpusch & Baumann, 2017; Kunz, Mütterlein, & Walton, 2017), to manage a newspaper as multi-platform media organization (e.g., Doyle, 2015), and to handle the relations with external (social media) platforms (e.g., Ju, Jeong, & Chyi, 2014; Nielsen & Ganter, 2017) and the impact of specific new technologies like blockchain, big data, voice interfaces, and artificial intelligence (e.g., Newman, 2017).…”