Designing Ventures that Work

Authors: Shah, Chintan M.; Zegveld, Marc A.; Roodhart, Leo

Source: Research-Technology Management, Volume 51, Number 2, March-April 2008 , pp. 17-25(9)

Publisher: Industrial Research Institute, Inc

Buy & download fulltext article:

Price: $30.60 plus tax (Refund Policy)

Abstract:

OVERVIEW: Corporate venturing (CV) is a widely accepted mechanism for incubating and developing new business within large established firms. Substantial research has been done on this subject, yet many firms have failed in their venturing efforts and booked large losses. In contrast, venturing at firms like IBM, Nokia and Shell is thriving, and has done well for more than a decade. This gives rise to the following questions: Why do most venturing initiatives fail and only some survive? How can a company establish CV that survives and delivers successfully? A study reveals three dominant elements of an effective corporate venturing effort: carrying out a thorough necessity analysis, achieving clarity of objectives and creating the right ambiance.

Keywords: CORPORATE VENTURING; VENTURE UNIT; NEW BUSINESS CREATION

Document Type: Research article

Publication date: 2008-03-01

More about this publication?

Research-Technology Management has been publishing peer-reviewed articles covering the entire spectrum of technological innovation since 1958. RTM is a leading source of knowledge and best practices on innovation management, from research and development through product development to marketing, for leaders of research, development, and engineering worldwide.

Not a Subscriber? Free Issue

IRI Members: login here to access RTM online
Editorial Board
Information for Authors
Submit a Paper
Subscribe to this Title
Membership Information
Information for Advertisers
Terms & Conditions
RTM Reprint Collections
Single Article Reprints
Recommend to your Library
ingentaconnect is not responsible for the content or availability of external websites