Strategy–organization configurations in corporate venture units: Impact on performance and survival

Hill, Susan A.; Birkinshaw, Julian

doi:10.1016/j.jbusvent.2007.04.001

Cited by 165 publications

(133 citation statements)

References 46 publications

(99 reference statements)

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“…Most previous models of CV that have been developed to understand the forms that this activity may take have largely focused on types of relationships (McNally, 1997;Miles and Covin, 2002;Hill and Birkinshaw, 2008) and the intended strategies and approaches that the organization has adopted (Campbell et al, 2003;Covin and Miles, 2007). The framework provided by this paper builds on these models by including market orientation, which can drive the strategic choices adopted from the range of approaches available, and furthermore by illustrating the possible interaction between market orientation and strategic relationships in CV with regard to a firm's strategic intent.…”

Section: Discussionmentioning

confidence: 99%

“…Corporate entrepreneurship is often viewed as the pursuit of entrepreneurship within existing firms, which also includes organizational innovation that results in new product development, as well as covering strategic renewal through the re-imagination of an entire organization (Guth and Ginsberg, 1990). While traditionally viewed as an internal process, researchers have more recently identified that CV may be external or internal in focus (Miles and Covin, 2002;Keil, 2004;Hill and Birkinshaw, 2008). In its internal context, CV has been described as new business development within an existing firm (Block and MacMillan, 1993) with the potential for the creation of corporate start-up businesses developed and potentially spun out of the corporate parent by internal employees (MacMillan et al, 1986), who are frequently referred to as 'intrapreneurs' (Antoncic and Hisrich, 2003;Pinchot, 1985).…”

Section: Strategic Corporate Venturing In Contextmentioning

confidence: 99%

“…Previous researchers have explained these relationships by using a typology of venture creation approaches and involvement (McNally, 1997) have described them as a range of investment types (Hill and Birkinshaw, 2008); others as a range of focuses and investment intermediation sources (Miles and Covin, 2002); and finally, others have seen them as part of a range of strategic approaches (Campbell et al, 2003). The full spectrum of strategic relationship opportunities is illustrated in Figure 1, and includes:…”

Section: Strategic Relationships In Corporate Venturingmentioning

confidence: 99%

See 2 more Smart Citations

Achieving Strategic Intent through Corporate Venturing

Tunstall¹,

Jordain²,

Pittaway³

et al. 2009

The International Journal of Entrepreneurship and Innovation

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This principally conceptual paper explores how, in conjunction with its market orientation, a firm's internal and external strategic relationships may be used in implementing corporate venturing to achieve its strategic intent. Conceptually, the paper begins by exploring work on strategic corporate venturing. Building on this analysis, a dichotomy between internally sustained and externally partnered strategic relationships is discussed, as is the role of market orientation. From this discussion, a conceptual framework is developed and applied to an examination of three longitudinal case studies of multinational organizations. In light of these cases, the paper explores how strategic relationships may be used in corporate ventures to counter adverse market forces or to exploit market opportunities. The paper concludes by showing how organizational strategic intent, realized through market orientation and strategic relationships, may develop dynamically in response to external and internal influences.

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Section: Discussionmentioning

confidence: 99%

Section: Strategic Corporate Venturing In Contextmentioning

confidence: 99%

Section: Strategic Relationships In Corporate Venturingmentioning

confidence: 99%

See 1 more Smart Citation

Achieving Strategic Intent through Corporate Venturing

Tunstall¹,

Jordain²,

Pittaway³

et al. 2009

The International Journal of Entrepreneurship and Innovation

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“…Corporate venturing as an academic topic has been developed since 1960s (Hill & Birkinshaw, 2008). Although there is no one fully agreed definition of corporate venturing, its characteristics are agreed: developing a new business entity and highly innovative business model (Reimsbach & Hauschild, 2012).…”

Section: Hypothesis 8: General Liquidity Is a Positive Indicator To Smentioning

confidence: 99%

The predictability of financial, accounting‐based, and industrial factors on the success of newly incorporated Spanish firms

Tong

Solé

2018

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Purpose: The purpose of this paper is to identify the impacts and predictability of financial, accounting-based, and industrial factors (as well as corporate venturing) on survival-based success of newly incorporated firms in Spain.Design/methodology: Logistic regression is used for comparing the differences of factors in the prediction of future success after different time periods since the studying years (age 1, age 2, and age 3 respectively) in manufacturing and distributive sectors.Findings: Differences in predictability are observed between manufacturing and distributive sectors: it is obvious in distributive sector (rather than manufacturing sector) that liquidity, bank credit, trade credit, and concentration are positively related to success while entry rate is negatively related to success. In spite of that, some factors still show strong predictability in both two sectors. Firm size and profitability are the strongest positive factors, which are followed by corporate venturing and the growth of industrial operating revenues with positive and generally negative relationships to success separately. Besides, for some factors and variables frequently showing statistical significance, their impacts in the same age tend to be relatively stable. Practical implications:The findings of this paper can help to identify the predictability of different factors on the success of newly incorporated firms and catch the differences between manufacturing and distributive sectors.Originality/value: This paper enriches the empirical study of new firm success in Spain in depression and stagnant environment (because the observed years here are from 2009 to 2014); besides, the findings also contribute to the specific prediction study of manufacturing and distributive sectors.

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“…Considering the relationship between exploitation and exploration with the general objectives of CVC units (strategic vs. financial), Dauderstädt (2013) indicates that financially oriented CVC adds value by following the concept of exploitation, while strategic benefits may be equally achieved through exploration and exploitation. Analyzing the organization of corporate venturing units in general, Hill and Birkinshaw (2008) find exploitation-oriented units are more stable than units oriented toward exploration. In contrast, returns generated from exploration are generally more uncertain and distant (March, 1991).…”

Section: Locus Of Investment: Exploration or Exploitationmentioning

confidence: 99%

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

Kunz

Mütterlein

Walton

2017

JOMI

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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

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Strategy–organization configurations in corporate venture units: Impact on performance and survival

Cited by 165 publications

References 46 publications

Achieving Strategic Intent through Corporate Venturing

Achieving Strategic Intent through Corporate Venturing

The predictability of financial, accounting‐based, and industrial factors on the success of newly incorporated Spanish firms

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

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