Responding to Digital Transformation by External Corporate Venturing: An Enterprising Family Identity and Communication Patterns Perspective

External Corporate Venturing – Exploration and Exploitation

External corporate venturing, which is new business creation activity through organizational modes such as corporate venture capital, alliances, acquisitions, or spinoffs has received relatively scant attention in the corporate entrepreneurship literature. Based on seven in-depth case studies of large European and US firms in the information and communication technology sector, this paper devel...

External corporate venturing: Bridging, execution, and value enactment

Transformation from Identity Stone Age to Digital Identity

Technological conversion, political interests and Business drivers has triggered a means, to establish individual characterization and personalization. People started raising concerns on multiple identities managed across various zones and hence various solutions were designed. Technological advancement has brought various issues and concerns around Identity assurance, privacy and policy enable...

Gems from the Ashes: Capability Creation and Transformation in Internal Corporate Venturing

Our longitudinal study of the entire population of internal corporate ventures within a large European electronics manufacturer finds that the conventional focus in the corporate venturing literature to evaluate ventures based on business growth and financial performance may be misguided. Instead, we found that ventures are temporary conduits for capability development and play a primary role i...

Building external corporate venturing capability: Initial condi- tions, learning processes and knowledge management

How firms build new capabilities to adapt to changing environments is in the core of strategic management. However, only recently research has addressed this question. In this paper I develop a model that lays out how firms develop an capability to create and develop ventures through corporate venture capital, alliances, and acquisitions. The model is based on seven in-depth case studies of lar...