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Managing Disruptive Technologies Life Cycle By Externalizing The Research. Social Network And Corporate Venturing In The Silicon Valley

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  • Michel Ferrary

    (SKEMA Business School)

Abstract

The capability to generate and develop disruptive technologies drives the market in the high-tech sector. Traditional strategic theory recommends internalisation of R&D to keep a competitive advantage. The Silicon Valley example points out that the most successful high-tech companies (Cisco Systems, Intel, Sun,…) externalise their researches by doing corporate venturing. These companies manage their portfolio of technologies by acquiring small businesses that have developed disruptive technologies. This kind of acquisitive strategy needs specific organisational and managerial practices to embed the large company in the industrial-network structure of the Silicon Valley. Thus, managers of innovation have to get a large social capital to gather information inside business networks.

Suggested Citation

  • Michel Ferrary, 2003. "Managing Disruptive Technologies Life Cycle By Externalizing The Research. Social Network And Corporate Venturing In The Silicon Valley," Post-Print hal-03233534, HAL.
    • Handle: RePEc:hal:journl:hal-03233534
    DOI: 10.1504/IJTM.2003.003096
    Note: View the original document on HAL open archive server: https://hal.science/hal-03233534
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    References listed on IDEAS

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    1. Leff, Nathaniel H, 1979. "Entrepreneurship and Economic Development: The Problem Revisited," Journal of Economic Literature, American Economic Association, vol. 17(1), pages 46-64, March.
    2. Masahiko Aoki, 1999. "Information and Governance in the Silicon Valley Model," Working Papers 99028, Stanford University, Department of Economics.
    3. Robert A. Burgelman, 1983. "Corporate Entrepreneurship and Strategic Management: Insights from a Process Study," Management Science, INFORMS, vol. 29(12), pages 1349-1364, December.
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    Cited by:

    1. Ausra Gvazdaityte, 2012. "The analysis of the conditions needed for building venture capital industry in Lithuania," E3 Journal of Business Management and Economics., E3 Journals, vol. 3(3), pages 096-105.
    2. Soh Young In & Ashby H. B. Monk & Janelle Knox-Hayes, 2020. "Financing Energy Innovation: The Need for New Intermediaries in Clean Energy," Sustainability, MDPI, vol. 12(24), pages 1-25, December.
    3. Isaak, Robert, 2009. "From collective learning to Silicon Valley replication: The limits to synergistic entrepreneurship in Sophia Antipolis," Research in International Business and Finance, Elsevier, vol. 23(2), pages 134-143, June.
    4. Rossi, Matteo & Chouaibi, Jamel & Graziano, Domenico & Festa, Giuseppe, 2022. "Corporate venture capitalists as entrepreneurial knowledge accelerators in global innovation ecosystems," Journal of Business Research, Elsevier, vol. 142(C), pages 512-523.
    5. Michel Ferrary, 2008. "Strategic spin-off: a new incentive contract for managing R&D researchers," The Journal of Technology Transfer, Springer, vol. 33(6), pages 600-618, December.
    6. Rossi, Matteo & Festa, Giuseppe & Devalle, Alain & Mueller, Jens, 2020. "When corporations get disruptive, the disruptive get corporate: Financing disruptive technologies through corporate venture capital," Journal of Business Research, Elsevier, vol. 118(C), pages 378-388.
    7. Ulrich Lichtenthaler & Eckhard Lichtenthaler, 2009. "A Capability‐Based Framework for Open Innovation: Complementing Absorptive Capacity," Journal of Management Studies, Wiley Blackwell, vol. 46(8), pages 1315-1338, December.

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