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Internal corporate joint ventures: Development processes and performance outcomes
Author(s) -
Shortell Stephen M.,
Zajac Edward J.
Publication year - 1988
Publication title -
strategic management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 11.035
H-Index - 286
eISSN - 1097-0266
pISSN - 0143-2095
DOI - 10.1002/smj.4250090602
Subject(s) - structuring , business , corporate venture capital , joint venture , staffing , joint (building) , new ventures , variance (accounting) , industrial organization , equity (law) , process (computing) , marketing , entrepreneurship , management , business administration , economics , accounting , finance , computer science , law , engineering , operating system , architectural engineering , political science
Joint venture activity and internal corporate venturing represent two administrative innovations receiving increased attention in strategic management research. This study investigates a new hybrid form of administrative innovation: internal corporate joint ventures , which combine the equity involvement typically found in joint ventures with the internal staffing of a semiautonomous unit typical of internal corporate ventures. Drawing on both a process model and a variance model, the structuring, development and performance of 53 such ventures in an industry‐specific setting is examined.