Innovation at the interface : a configurational approach to corporate venture capital
Gespeichert in:
| Autor*in: |
Schückes, Magnus [verfasserIn] Unger, Benedikt [verfasserIn] Gutmann, Tobias [verfasserIn] Fels, Gerwin [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2025 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Journal of business venturing - New York, NY : Elsevier Science Publ., 1985, 40(2025), 1 vom: Jan., Artikel-ID 106438, Seite 1-34 |
|---|---|
| Übergeordnetes Werk: |
volume:40 ; year:2025 ; number:1 ; month:01 ; elocationid:106438 ; pages:1-34 |
| Links: |
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| DOI / URN: |
10.1016/j.jbusvent.2024.106438 |
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| Katalog-ID: |
1903463386 |
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| 982 | |2 26 |1 00 |x DE-206 |b This study explores how corporate venture capital (CVC) units can be configured to effectively achieve innovation performance and succeed amidst the tensions they face at the intersection of the corporate and venture domain. Using a fuzzy-set qualitative comparative analysis (fsQCA) of 30 dedicated CVC investment arms, we analyze how successful units configure their internal arrangements in response to these tensions and generate various innovation outcomes for their parent organizations. We identify four different solutions for effective CVC unit configurations, highlighting that explorative and exploitative innovation success require different setups. Moreover, we find that more mature and explorative CVC units distance themselves via buffering from their corporate sponsor, while at the same time increasing their efforts to maintain deliberate connections via bridging to representatives of the very same corporate environment they stem from. For ambidextrous CVC units, a more dynamic setup that allows corporate leadership to selectively initiate collaboration with the corporate core when beneficial while facilitating distancing at other times proved successful. Our study contributes new evidence and theory on how CVC units can navigate tensions and balance competing demands at the interface of the corporate and venturing domains. | ||
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10.1016/j.jbusvent.2024.106438 doi (DE-627)1903463386 (DE-599)KXP1903463386 DE-627 ger DE-627 rda eng Schückes, Magnus verfasserin (DE-588)1279004630 (DE-627)183193793X aut Innovation at the interface a configurational approach to corporate venture capital Magnus Schückes, Benedikt Unger, Tobias Gutmann, Gerwin Fels 2025 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Entrepreneurial finance (dpeaa)DE-206 Corporate venture capital (dpeaa)DE-206 Fuzzy-set QCA (dpeaa)DE-206 Neo-configurational approach (dpeaa)DE-206 Unger, Benedikt verfasserin aut Gutmann, Tobias verfasserin (DE-588)1186388854 (DE-627)1665852720 aut Fels, Gerwin verfasserin (DE-588)122275195X (DE-627)1742040063 aut Enthalten in Journal of business venturing New York, NY : Elsevier Science Publ., 1985 40(2025), 1 vom: Jan., Artikel-ID 106438, Seite 1-34 Online-Ressource (DE-627)320503666 (DE-600)2012550-1 (DE-576)094056722 0883-9026 nnns volume:40 year:2025 number:1 month:01 elocationid:106438 pages:1-34 https://www.sciencedirect.com/science/article/pii/S0883902624000600/pdfft?md5=1bef59e12260479a685a4dea214927d9&pid=1-s2.0-S0883902624000600-main.pdf Verlag kostenfrei https://doi.org/10.1016/j.jbusvent.2024.106438 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4116 GBV_ILN_4125 GBV_ILN_4155 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 40 2025 1 1 106438 1-34 26 01 0206 4583191170 x1z 25-09-24 2403 01 DE-LFER 4595001762 00 --%%-- --%%-- n --%%-- l01 14-10-24 2403 01 DE-LFER https://doi.org/10.1016/j.jbusvent.2024.106438 2403 01 DE-LFER https://www.sciencedirect.com/science/article/pii/S0883902624000600/pdfft?md5=1bef59e12260479a685a4dea214927d9&pid=1-s2.0-S0883902624000600-main.pdf 26 00 DE-206 This study explores how corporate venture capital (CVC) units can be configured to effectively achieve innovation performance and succeed amidst the tensions they face at the intersection of the corporate and venture domain. Using a fuzzy-set qualitative comparative analysis (fsQCA) of 30 dedicated CVC investment arms, we analyze how successful units configure their internal arrangements in response to these tensions and generate various innovation outcomes for their parent organizations. We identify four different solutions for effective CVC unit configurations, highlighting that explorative and exploitative innovation success require different setups. Moreover, we find that more mature and explorative CVC units distance themselves via buffering from their corporate sponsor, while at the same time increasing their efforts to maintain deliberate connections via bridging to representatives of the very same corporate environment they stem from. For ambidextrous CVC units, a more dynamic setup that allows corporate leadership to selectively initiate collaboration with the corporate core when beneficial while facilitating distancing at other times proved successful. Our study contributes new evidence and theory on how CVC units can navigate tensions and balance competing demands at the interface of the corporate and venturing domains. |
| spelling |
10.1016/j.jbusvent.2024.106438 doi (DE-627)1903463386 (DE-599)KXP1903463386 DE-627 ger DE-627 rda eng Schückes, Magnus verfasserin (DE-588)1279004630 (DE-627)183193793X aut Innovation at the interface a configurational approach to corporate venture capital Magnus Schückes, Benedikt Unger, Tobias Gutmann, Gerwin Fels 2025 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Entrepreneurial finance (dpeaa)DE-206 Corporate venture capital (dpeaa)DE-206 Fuzzy-set QCA (dpeaa)DE-206 Neo-configurational approach (dpeaa)DE-206 Unger, Benedikt verfasserin aut Gutmann, Tobias verfasserin (DE-588)1186388854 (DE-627)1665852720 aut Fels, Gerwin verfasserin (DE-588)122275195X (DE-627)1742040063 aut Enthalten in Journal of business venturing New York, NY : Elsevier Science Publ., 1985 40(2025), 1 vom: Jan., Artikel-ID 106438, Seite 1-34 Online-Ressource (DE-627)320503666 (DE-600)2012550-1 (DE-576)094056722 0883-9026 nnns volume:40 year:2025 number:1 month:01 elocationid:106438 pages:1-34 https://www.sciencedirect.com/science/article/pii/S0883902624000600/pdfft?md5=1bef59e12260479a685a4dea214927d9&pid=1-s2.0-S0883902624000600-main.pdf Verlag kostenfrei https://doi.org/10.1016/j.jbusvent.2024.106438 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4116 GBV_ILN_4125 GBV_ILN_4155 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 40 2025 1 1 106438 1-34 26 01 0206 4583191170 x1z 25-09-24 2403 01 DE-LFER 4595001762 00 --%%-- --%%-- n --%%-- l01 14-10-24 2403 01 DE-LFER https://doi.org/10.1016/j.jbusvent.2024.106438 2403 01 DE-LFER https://www.sciencedirect.com/science/article/pii/S0883902624000600/pdfft?md5=1bef59e12260479a685a4dea214927d9&pid=1-s2.0-S0883902624000600-main.pdf 26 00 DE-206 This study explores how corporate venture capital (CVC) units can be configured to effectively achieve innovation performance and succeed amidst the tensions they face at the intersection of the corporate and venture domain. Using a fuzzy-set qualitative comparative analysis (fsQCA) of 30 dedicated CVC investment arms, we analyze how successful units configure their internal arrangements in response to these tensions and generate various innovation outcomes for their parent organizations. We identify four different solutions for effective CVC unit configurations, highlighting that explorative and exploitative innovation success require different setups. Moreover, we find that more mature and explorative CVC units distance themselves via buffering from their corporate sponsor, while at the same time increasing their efforts to maintain deliberate connections via bridging to representatives of the very same corporate environment they stem from. For ambidextrous CVC units, a more dynamic setup that allows corporate leadership to selectively initiate collaboration with the corporate core when beneficial while facilitating distancing at other times proved successful. Our study contributes new evidence and theory on how CVC units can navigate tensions and balance competing demands at the interface of the corporate and venturing domains. |
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10.1016/j.jbusvent.2024.106438 doi (DE-627)1903463386 (DE-599)KXP1903463386 DE-627 ger DE-627 rda eng Schückes, Magnus verfasserin (DE-588)1279004630 (DE-627)183193793X aut Innovation at the interface a configurational approach to corporate venture capital Magnus Schückes, Benedikt Unger, Tobias Gutmann, Gerwin Fels 2025 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Entrepreneurial finance (dpeaa)DE-206 Corporate venture capital (dpeaa)DE-206 Fuzzy-set QCA (dpeaa)DE-206 Neo-configurational approach (dpeaa)DE-206 Unger, Benedikt verfasserin aut Gutmann, Tobias verfasserin (DE-588)1186388854 (DE-627)1665852720 aut Fels, Gerwin verfasserin (DE-588)122275195X (DE-627)1742040063 aut Enthalten in Journal of business venturing New York, NY : Elsevier Science Publ., 1985 40(2025), 1 vom: Jan., Artikel-ID 106438, Seite 1-34 Online-Ressource (DE-627)320503666 (DE-600)2012550-1 (DE-576)094056722 0883-9026 nnns volume:40 year:2025 number:1 month:01 elocationid:106438 pages:1-34 https://www.sciencedirect.com/science/article/pii/S0883902624000600/pdfft?md5=1bef59e12260479a685a4dea214927d9&pid=1-s2.0-S0883902624000600-main.pdf Verlag kostenfrei https://doi.org/10.1016/j.jbusvent.2024.106438 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4116 GBV_ILN_4125 GBV_ILN_4155 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 40 2025 1 1 106438 1-34 26 01 0206 4583191170 x1z 25-09-24 2403 01 DE-LFER 4595001762 00 --%%-- --%%-- n --%%-- l01 14-10-24 2403 01 DE-LFER https://doi.org/10.1016/j.jbusvent.2024.106438 2403 01 DE-LFER https://www.sciencedirect.com/science/article/pii/S0883902624000600/pdfft?md5=1bef59e12260479a685a4dea214927d9&pid=1-s2.0-S0883902624000600-main.pdf 26 00 DE-206 This study explores how corporate venture capital (CVC) units can be configured to effectively achieve innovation performance and succeed amidst the tensions they face at the intersection of the corporate and venture domain. Using a fuzzy-set qualitative comparative analysis (fsQCA) of 30 dedicated CVC investment arms, we analyze how successful units configure their internal arrangements in response to these tensions and generate various innovation outcomes for their parent organizations. We identify four different solutions for effective CVC unit configurations, highlighting that explorative and exploitative innovation success require different setups. Moreover, we find that more mature and explorative CVC units distance themselves via buffering from their corporate sponsor, while at the same time increasing their efforts to maintain deliberate connections via bridging to representatives of the very same corporate environment they stem from. For ambidextrous CVC units, a more dynamic setup that allows corporate leadership to selectively initiate collaboration with the corporate core when beneficial while facilitating distancing at other times proved successful. Our study contributes new evidence and theory on how CVC units can navigate tensions and balance competing demands at the interface of the corporate and venturing domains. |
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10.1016/j.jbusvent.2024.106438 doi (DE-627)1903463386 (DE-599)KXP1903463386 DE-627 ger DE-627 rda eng Schückes, Magnus verfasserin (DE-588)1279004630 (DE-627)183193793X aut Innovation at the interface a configurational approach to corporate venture capital Magnus Schückes, Benedikt Unger, Tobias Gutmann, Gerwin Fels 2025 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Entrepreneurial finance (dpeaa)DE-206 Corporate venture capital (dpeaa)DE-206 Fuzzy-set QCA (dpeaa)DE-206 Neo-configurational approach (dpeaa)DE-206 Unger, Benedikt verfasserin aut Gutmann, Tobias verfasserin (DE-588)1186388854 (DE-627)1665852720 aut Fels, Gerwin verfasserin (DE-588)122275195X (DE-627)1742040063 aut Enthalten in Journal of business venturing New York, NY : Elsevier Science Publ., 1985 40(2025), 1 vom: Jan., Artikel-ID 106438, Seite 1-34 Online-Ressource (DE-627)320503666 (DE-600)2012550-1 (DE-576)094056722 0883-9026 nnns volume:40 year:2025 number:1 month:01 elocationid:106438 pages:1-34 https://www.sciencedirect.com/science/article/pii/S0883902624000600/pdfft?md5=1bef59e12260479a685a4dea214927d9&pid=1-s2.0-S0883902624000600-main.pdf Verlag kostenfrei https://doi.org/10.1016/j.jbusvent.2024.106438 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4116 GBV_ILN_4125 GBV_ILN_4155 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 40 2025 1 1 106438 1-34 26 01 0206 4583191170 x1z 25-09-24 2403 01 DE-LFER 4595001762 00 --%%-- --%%-- n --%%-- l01 14-10-24 2403 01 DE-LFER https://doi.org/10.1016/j.jbusvent.2024.106438 2403 01 DE-LFER https://www.sciencedirect.com/science/article/pii/S0883902624000600/pdfft?md5=1bef59e12260479a685a4dea214927d9&pid=1-s2.0-S0883902624000600-main.pdf 26 00 DE-206 This study explores how corporate venture capital (CVC) units can be configured to effectively achieve innovation performance and succeed amidst the tensions they face at the intersection of the corporate and venture domain. Using a fuzzy-set qualitative comparative analysis (fsQCA) of 30 dedicated CVC investment arms, we analyze how successful units configure their internal arrangements in response to these tensions and generate various innovation outcomes for their parent organizations. We identify four different solutions for effective CVC unit configurations, highlighting that explorative and exploitative innovation success require different setups. Moreover, we find that more mature and explorative CVC units distance themselves via buffering from their corporate sponsor, while at the same time increasing their efforts to maintain deliberate connections via bridging to representatives of the very same corporate environment they stem from. For ambidextrous CVC units, a more dynamic setup that allows corporate leadership to selectively initiate collaboration with the corporate core when beneficial while facilitating distancing at other times proved successful. Our study contributes new evidence and theory on how CVC units can navigate tensions and balance competing demands at the interface of the corporate and venturing domains. |
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26 00 DE-206 This study explores how corporate venture capital (CVC) units can be configured to effectively achieve innovation performance and succeed amidst the tensions they face at the intersection of the corporate and venture domain. Using a fuzzy-set qualitative comparative analysis (fsQCA) of 30 dedicated CVC investment arms, we analyze how successful units configure their internal arrangements in response to these tensions and generate various innovation outcomes for their parent organizations. We identify four different solutions for effective CVC unit configurations, highlighting that explorative and exploitative innovation success require different setups. Moreover, we find that more mature and explorative CVC units distance themselves via buffering from their corporate sponsor, while at the same time increasing their efforts to maintain deliberate connections via bridging to representatives of the very same corporate environment they stem from. For ambidextrous CVC units, a more dynamic setup that allows corporate leadership to selectively initiate collaboration with the corporate core when beneficial while facilitating distancing at other times proved successful. Our study contributes new evidence and theory on how CVC units can navigate tensions and balance competing demands at the interface of the corporate and venturing domains Innovation at the interface a configurational approach to corporate venture capital Magnus Schückes, Benedikt Unger, Tobias Gutmann, Gerwin Fels Entrepreneurial finance (dpeaa)DE-206 Corporate venture capital (dpeaa)DE-206 Fuzzy-set QCA (dpeaa)DE-206 Neo-configurational approach (dpeaa)DE-206 |
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Innovation at the interface |
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https://www.sciencedirect.com/science/article/pii/S0883902624000600/pdfft?md5=1bef59e12260479a685a4dea214927d9&pid=1-s2.0-S0883902624000600-main.pdf https://doi.org/10.1016/j.jbusvent.2024.106438 |
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Unger, Benedikt Gutmann, Tobias Fels, Gerwin |
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10.1016/j.jbusvent.2024.106438 |
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