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Strategic use of corporate venturing
Citation
Covin, J and Miles, M, Strategic use of corporate venturing, Entrepreneurship Theory and Practice, 31, (2) pp. 183-207. ISSN 1042-2587 (2007) [Refereed Article]
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Copyright Statement
The definitive published version is available online at: http://onlinelibrary.wiley.com/
Official URL: http://onlinelibrary.wiley.com/
DOI: doi:10.1111/j.1540-6520.2007.00169.x
Abstract
Corporate venturing (CV) is said to be most productive as a path to superior corporate performance when practiced in a strategic manner. Unfortunately, considerable ambiguity exists concerning what it means in an organizational practice sense to strategically pursue CV. The result is a failure of many companies to fully leverage CV for strategic purposes. Based on a review of the CV literature and findings from a field study of 15 Swedish, U.K., and U.S. corporations, this article describes several models that depict the ways in which CV and business strategy coexist as organizational phenomena. Empirically derived propositions are offered to suggest how some companies are strategically engaged in their CV efforts.
Item Details
| Item Type: | Refereed Article |
|---|---|
| Keywords: | corporate venturing, corporate performance, business |
| Research Division: | Commerce, Management, Tourism and Services |
| Research Group: | Strategy, management and organisational behaviour |
| Research Field: | Organisational planning and management |
| Objective Division: | Economic Framework |
| Objective Group: | International trade policy |
| Objective Field: | International trade policy not elsewhere classified |
| UTAS Author: | Miles, M (Professor Morgan Miles) |
| ID Code: | 67828 |
| Year Published: | 2007 |
| Web of Science® Times Cited: | 132 |
| Deposited By: | Management |
| Deposited On: | 2011-03-08 |
| Last Modified: | 2013-04-04 |
| Downloads: | 9 View Download Statistics |
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