Leveraging new business innovation for strategic renewal: An organizational framework for strategic corporate venturing

IF 3.7 3区 管理学 Q2 MANAGEMENT
Lysander Weiss, Dominik K. Kanbach
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引用次数: 1

Abstract

To adapt their competitive advantages for successful strategic renewal, established companies must apply suitable innovation activities. One way to achieve this is the establishment of corporate venturing units that create organizationally consequential new business innovation for their parent company. However, the understanding of the distinctive organizational characteristics for such strategic corporate venturing is limited. To address this gap, our abductive study develops a conceptual organizational framework by linking key concepts of strategic renewal with corporate venturing. This framework is subsequently compared with insights emerging from the qualitative data of 29 corporate venturing units. This comparison allows us to define six types of units with different possible roles for the strategic renewal of the parent company, and a final exploratory organizational framework with distinctive organizational characteristics for strategic corporate venturing. These include a set of dynamic capabilities with corresponding resources as possible enablers for a planned innovation logic that requires interlinked-ambidextrous structures. These findings provide a foundation for an empirical model of strategic corporate venturing, as well as novel insights for establishing dynamic capabilities and ambidexterity within interlinked organizational entities. Practitioners can build on these findings to leverage corporate venturing units as a systematic and organized innovation activity for strategic renewal.

Abstract Image

利用新的业务创新进行战略更新:战略企业冒险的组织框架
为了使其竞争优势适应成功的战略更新,老牌公司必须应用适当的创新活动。实现这一目标的一种方法是建立企业风险部门,为其母公司创造组织上重要的新业务创新。然而,对这种战略企业风险投资的独特组织特征的理解是有限的。为了解决这一差距,我们的溯因性研究通过将战略更新的关键概念与企业冒险联系起来,开发了一个概念性组织框架。随后,将该框架与来自29家企业风险投资部门的定性数据的见解进行比较。通过比较,我们定义了六种不同类型的单位,它们在母公司战略更新中可能扮演不同的角色,并最终探索性地构建了一个具有鲜明组织特征的战略企业风险投资组织框架。这些包括一组动态能力和相应的资源,作为计划创新逻辑的可能推动者,需要相互联系的双灵巧结构。这些发现为战略性企业风险投资的实证模型提供了基础,也为在相互关联的组织实体中建立动态能力和二元性提供了新的见解。从业者可以在这些发现的基础上,利用企业风险单位作为战略更新的系统和有组织的创新活动。
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来源期刊
CiteScore
7.70
自引率
11.40%
发文量
57
期刊介绍: Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.
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