Exploring the Practice of Corporate Venturing: Some Common Forms and Their Organizational Implications
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- Morgan P. Miles
- Georgia Southern University
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- Jeffrey G. Covin
- Kelly School of Business at Indiana University
書誌事項
- 公開日
- 2002-04
- 権利情報
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- https://journals.sagepub.com/page/policies/text-and-data-mining-license
- DOI
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- 10.1177/104225870202600302
- 公開者
- SAGE Publications
この論文をさがす
説明
<jats:p> This study explores the domain of corporate venturing using a theoretically grounded classification typology as an organizing scheme. The typology is applied in a field study of corporations that are active In venturing and based in the United Kingdom or the United States. Corporate venturing is classified into four generic forms by the focus of entrepreneurship and the presence of investment intermediation: (1) direct-internal venturing; (2) direct-external venturing; (3) indirect-internal venturing; and (4) indirect-external venturing. A managerial decision framework is offered to assist corporate executives in selecting potentially appropriate forms of corporate venturing, given specific venturing objectives and corporate circumstances. </jats:p>
収録刊行物
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- Entrepreneurship Theory and Practice
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Entrepreneurship Theory and Practice 26 (3), 21-40, 2002-04
SAGE Publications
