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

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  • Hill, Susan A.
  • Birkinshaw, Julian

Abstract

We develop a typology of corporate venture units, based on their strategic role in the corporation, and specifically on (a) their relative emphasis on exploration versus exploitation and (b) the internal versus external locus of opportunity they pursue. Following configurations logic, we argue that the structures and systems used by venture units will be a function of their strategic role, and that their performance will be higher when internal elements are aligned. We also argue that exploitation-oriented units will survive for longer than exploration-oriented units. Using primary data collected on 95 venture units during 2001-2003, we use configurational analyses to test and find support for our hypotheses.

Suggested Citation

  • Hill, Susan A. & Birkinshaw, Julian, 2008. "Strategy-organization configurations in corporate venture units: Impact on performance and survival," Journal of Business Venturing, Elsevier, vol. 23(4), pages 423-444, July.
    • Handle: RePEc:eee:jbvent:v:23:y:2008:i:4:p:423-444
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    References listed on IDEAS

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