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Stimulating innovation through corporate venture bases

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  • Husted, Kenneth
  • Vintergaard, Christian

Abstract

A common shortcoming, both in the literature on corporate venturing and in practice, is insufficient or no attention to the ability and responsibility of firms to stimulate and influence the creation of innovative ideas that can lead to new ventures. This paper focuses on the initial process of corporate venturing and explores how corporate venture management can stimulate the generation of genuinely original and dynamic ideas by establishing and maintaining a venture base. The following concrete actions are proposed in order to promote and improve the functionality of the venture base: take responsibility, secure access, acquire network capabilities, gain competencies in how to influence the vision and agendas in knowledge-creating networks, contextualize, and invite to discussion at an early stage. The paper is mainly conceptual in nature but draws on 22 semistructured interviews conducted between 2000 and 2002 with managers of corporate venturing departments at six multinational Danish firms in knowledge-intensive industries. The interviews are used to illustrate the main arguments of the paper.

Suggested Citation

  • Husted, Kenneth & Vintergaard, Christian, 2004. "Stimulating innovation through corporate venture bases," Journal of World Business, Elsevier, vol. 39(3), pages 296-306, August.
    • Handle: RePEc:eee:worbus:v:39:y:2004:i:3:p:296-306
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    References listed on IDEAS

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    1. Robert A. Burgelman, 1985. "Managing the new venture division: Research findings and implications for strategic management," Strategic Management Journal, Wiley Blackwell, vol. 6(1), pages 39-54, January.
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    3. Patricia G. Greene & Candida G. Brush & Myra M. Hart, 1999. "The Corporate Venture Champion: A Resource-Based Approach to Role and Process," Entrepreneurship Theory and Practice, , vol. 23(3), pages 103-122, April.
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    6. Paul Gompers & Josh Lerner, 2001. "The Venture Capital Revolution," Journal of Economic Perspectives, American Economic Association, vol. 15(2), pages 145-168, Spring.
    7. Zahra, Shaker A. & Covin, Jeffrey G., 1995. "Contextual influences on the corporate entrepreneurship-performance relationship: A longitudinal analysis," Journal of Business Venturing, Elsevier, vol. 10(1), pages 43-58, January.
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    Cited by:

    1. Narayanan, V.K. & Yang, Yi & Zahra, Shaker A., 2009. "Corporate venturing and value creation: A review and proposed framework," Research Policy, Elsevier, vol. 38(1), pages 58-76, February.
    2. Andersson, Ulf & Dasí, Àngels & Mudambi, Ram & Pedersen, Torben, 2016. "Technology, innovation and knowledge: The importance of ideas and international connectivity," Journal of World Business, Elsevier, vol. 51(1), pages 153-162.
    3. Bojica, Ana Maria & Fuentes, Maria del Mar Fuentes, 2012. "Knowledge acquisition and corporate entrepreneurship: Insights from Spanish SMEs in the ICT sector," Journal of World Business, Elsevier, vol. 47(3), pages 397-408.
    4. Masucci, Monica & Parker, Simon C. & Brusoni, Stefano & Camerani, Roberto, 2021. "How are corporate ventures evaluated and selected?," Technovation, Elsevier, vol. 99(C).
    5. repec:dau:papers:123456789/5648 is not listed on IDEAS
    6. Steven Rottmann, 2019. "Corporate Venturing Evaluation: How Start-Up Performance is Measured in Corporate Venturing During the Collaboration Phase," European Journal of Business Science and Technology, Mendel University in Brno, Faculty of Business and Economics, vol. 5(2), pages 185-199.
    7. Burgers, J.H. & van den Bosch, F.A.J. & Volberda, H.W., 2007. "The Impact of Corporate Venturing on a Firm’s Competence Modes," ERIM Report Series Research in Management ERS-2007-061-STR, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.

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