The effect of governance modes and relatedness of external business development activities on innovative performance

This study examines how different governance modes for external business development activities and venture relatedness affect a firm's innovative performance. Building on research suggesting that interorganizational relationships enhance the innovative performance of firms, we propose that gov...

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Published in:	Strategic management journal Vol. 29; no. 8; pp. 895 - 907
Main Authors:	Keil, Thomas, Maula, Markku, Schildt, Henri, Zahra, Shaker A.
Format:	Journal Article
Language:	English
Published:	Chichester, UK John Wiley & Sons, Ltd 01.08.2008 John Wiley and Sons Wiley Periodicals Inc
Subjects:	acquisition Acquisitions alliance Alliances Business Business development Business innovation Business management Business structures Capital Capital investments Communications technology Corporate governance Corporate strategies corporate venture capital corporate venturing Firm theory Governance Impact analysis Information and communication technologies Information technology Innovation innovation, patents Innovations Interorganizational relations Interorganizational relationships Investments Joint ventures Management science Mergers Organizational effectiveness Relatedness Research Notes and Commentaries Sectoral development Start up firms Strategic management Studies Technological innovation Venture capital Ventures
ISSN:	0143-2095, 1097-0266
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Abstract	This study examines how different governance modes for external business development activities and venture relatedness affect a firm's innovative performance. Building on research suggesting that interorganizational relationships enhance the innovative performance of firms, we propose that governance modes and venture relatedness interact in their effect on innovative performance. Analyzing a panel of the largest firms in four information and communication technology sectors, we find that degree of relatedness for corporate venture capital investments, alliances, joint ventures, and acquisitions influences their impact on innovative performance.
AbstractList	This study examines how different governance modes for external business development activities and venture relatedness affect a firm's innovative performance. Building on research suggesting that interorganizational relationships enhance the innovative performance of firms, we propose that governance modes and venture relatedness interact in their effect on innovative performance. Analyzing a panel of the largest firms in four information and communication technology sectors, we find that degree of relatedness for corporate venture capital investments, alliances, joint ventures, and acquisitions influences their impact on innovative performance. This study examines how different governance modes for external business development activities and venture relatedness affect a firm's innovative performance. Building on research suggesting that interorganizational relationships enhance the innovative performance of firms, we propose that governance modes and venture relatedness interact in their effect on innovative performance. Analyzing a panel of the largest firms in four information and communication technology sectors, we find that degree of relatedness for corporate venture capital investments, alliances, joint ventures, and acquisitions influences their impact on innovative performance. Copyright © 2008 John Wiley & Sons, Ltd. This study examines how different governance modes for external business development activities and venture relatedness affect a firm's innovative performance. Building on research suggesting that interorganizational relationships enhance the innovative performance of firms, we propose that governance modes and venture relatedness interact in their effect on innovative performance. Analyzing a panel of the largest firms in four information and communication technology sectors, we find that degree of relatedness for corporate venture capital investments, alliances, joint ventures, and acquisitions influences their impact on innovative performance. [PUBLICATION ABSTRACT] This study examines how different governance modes for external business development activities and venture relatedness affect a firm's innovative performance. Building on research suggesting that interorganizational relationships enhance the innovative performance of firms, we propose that governance modes and venture relatedness interact in their effect on innovative performance. Analyzing a panel of the largest firms in four information and communication technology sectors, we find that degree of relatedness for corporate venture capital investments, alliances, joint ventures, and acquisitions influences their impact on innovative performance. Copyright John Wiley & Sons. Reproduced with permission. An electronic version of this article is available online at http://www.interscience.wiley.com
Author	Keil, Thomas Maula, Markku Schildt, Henri Zahra, Shaker A.
Author_xml	– sequence: 1 givenname: Thomas surname: Keil fullname: Keil, Thomas email: thomas.keil@tkk.fi organization: Institute of Strategy and International Business, Helsinki University of Technology, Finland – sequence: 2 givenname: Markku surname: Maula fullname: Maula, Markku organization: Institute of Strategy and International Business, Helsinki University of Technology, Finland – sequence: 3 givenname: Henri surname: Schildt fullname: Schildt, Henri organization: Tanaka Business School, Imperial College London, London, U.K – sequence: 4 givenname: Shaker A. surname: Zahra fullname: Zahra, Shaker A. organization: Carlson School of Management, Gary Holmes Center for Entrepreneurial Studies, University of Minnesota, Minneapolis, Minnesota, U.S.A
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(e_1_2_1_36_1) 2002 e_1_2_1_3_1 e_1_2_1_12_1 e_1_2_1_35_1 e_1_2_1_4_1 e_1_2_1_13_1 Thomson‐SDC (e_1_2_1_37_1) 2007 e_1_2_1_10_1 e_1_2_1_33_1 e_1_2_1_11_1 e_1_2_1_32_1 e_1_2_1_16_1 e_1_2_1_39_1 e_1_2_1_17_1 e_1_2_1_38_1 Aguinis H (e_1_2_1_2_1) 2003 e_1_2_1_14_1 e_1_2_1_18_1 e_1_2_1_19_1
References_xml	– reference: Aguinis H. 2003. Regression Analysis for Categorical Moderators. Guilford Publications: New York. – reference: Ahuja G. 2000. Collaboration networks, structural holes, and innovation: a longitudinal study. Administrative Science Quarterly 45(3): 425-455. – reference: Markides CC, Williamson PJ. 1996. Corporate diversification and organizational structure: a resource-based view. Academy of Management Journal 39(2): 340-367. – reference: Osborn RN, Baughn CC. 1990. Forms of interorganizational governance for multinational alliances. Academy of Management Journal 33(3): 503-519. – reference: Ahuja G, Katila R. 2001. Technological acquisitions and the innovation performance of acquiring firms: a longitudinal study. Strategic Management Journal 22(3): 197-220. – reference: Hall BH, Ziedonis RH. 2001. The patent paradox revisited: an empirical study of patenting in the U.S. semiconductor industry, 1979-1995. Rand Journal of Economics 32(1): 101-128. – reference: Thomson-Derwent. 2002. Thomson Derwent World Patents Index. Thomson Financial: New York. – reference: Dushnitsky G, Lenox MJ. 2005b. When do incumbents learn from entrepreneurial ventures? Corporate venture capital and investing firm innovation rates. Research Policy 34(5): 615-639. – reference: Hill CWL, Rothaermel FT. 2003. The performance of incumbent firms in the face of radical technological innovation. Academy Of Management Review 28(2): 257-274. – reference: StataCorp. 2005. Stata Base Reference Manual: Release 9/. StataCorp LP: College Station, TX. – reference: Inkpen AC, Crossan MM. 1995. Believing is seeing: joint ventures and organization learning. Journal of Management Studies 32(5): 595-618. – reference: Compustat. 2007. Standard & Poor's Compustat Database. McGraw Hill : New York. – reference: Dushnitsky G, Lenox MJ. 2005a. When do firms undertake R&D by investing in new ventures? Strategic Management Journal 26(10): 947-965. – reference: Hausman J, Hall BH, Griliches Z. 1984. Econometric models for count data with an application to the patents-R&D relationship. Econometrica 52(4): 909-938. – reference: Sapienza HJ, Parhankangas A, Autio E. 2004. Knowledge relatedness and post-spin-off growth. Journal of Business Venturing 19(6): 809-829. – reference: Schildt H, Maula M, Keil T. 2005. Explorative and exploitative learning from external corporate ventures. Entrepreneurship Theory and Practice 29(4): 493-515. – reference: Ranft AL, Lord MD. 2002. Acquiring new technologies and capabilities: a grounded model of acquisition implementation. Organization Science 13(4): 420-441. – reference: Stuart TE. 2000. Interorganizational alliances and the performance of firms: a study of growth and innovation rates in a high-technology industry. Strategic Management Journal 21(8): 791-811. – reference: Mowery DC, Oxley JE, Silverman BS. 1996. Strategic alliances and interfirm knowledge transfer. Strategic Management Journal, Winter Special Issue 17: 77-91. – reference: Rothaermel FT, Hess AM. 2007. Building dynamic capabilities: innovation driven by individual-, firm-, and network-level effects. Organization Science 18(6): 898-921. – reference: Hagedoorn J, Cloodt M. 2003. Measuring innovative performance: is there an advantage in using multiple indicators? Research Policy 32(8): 1365-1379. – reference: Blundell R, Griffith R, Van Reenen J. 1995. Dynamic count data models of technological innovation. Economic Journal 105(429): 333-344. – reference: Cohen WM, Levinthal DA. 1990. Absorptive capacity: a new perspective on learning and innovation. Administrative Science Quarterly 35(1): 128-152. – reference: Lane PJ, Lubatkin M. 1998. Relative absorptive capacity and interorganizational learning. Strategic Management Journal 19(5): 461-477. – reference: Thomson-SDC. 2007. Thomson-Securities Data Corporation SDC Platinum Database. Thomson Financial: New York. – reference: Shenkar O, Li J. 1999. Knowledge search in international cooperative ventures. Organization Science 10(2): 134-143. – reference: Blundell R, Griffith R, Windmeijer F. 2002. Individual effects and dynamics in count data models. Journal of Econometrics 108(1): 113-131. – reference: Grant RM, Baden-Fuller C. 2004. A knowledge accessing theory of strategic alliances. Journal of Management Studies 41(1): 61-84. – reference: Nicholls-Nixon CL, Woo CY. 2003. Technology sourcing and output of established firms in a regime of encompassing technological change. Strategic Management Journal 24(7): 651-666. – reference: Villalonga B, McGahan AM. 2005. The choice among acquisitions, alliances, and divestitures. Strategic Management Journal 26(13): 1183-1208. – reference: Koza MP, Lewin AY. 1998. The co-evolution of strategic alliances. Organization Science 9(3): 255-264. – reference: Rothaermel FT. 2001. Incumbent's advantage through exploiting complementary assets via interfirm cooperation. Strategic Management Journal, June-July Special Issue 22: 687-699. – reference: Khanna T, Gulati R, Nohria N. 1998. The dynamics of learning alliances: competition, cooperation, and relative scope. Strategic Management Journal 19(3): 193-210. – reference: Long JS, Freese J. 2006. Regression Models for Categorical Dependent Variables Using Stata, (2nd edn). Stata Press: College Station, Texas. – reference: Haleblian J, Finkelstein S. 1999. The influence of organizational acquisition experience on acquisition performance: a behavioral learning perspective. Administrative Science Quarterly 44(1): 29-56. – reference: Hall BH. 2005. Exploring the patent explosion. 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Corporate venture capital and investing firm innovation rates publication-title: Research Policy – volume: 26 start-page: 1183 issue: 13 year: 2005 end-page: 1208 article-title: The choice among acquisitions, alliances, and divestitures publication-title: Strategic Management Journal – volume: 9 start-page: 255 issue: 3 year: 1998 end-page: 264 article-title: The co‐evolution of strategic alliances publication-title: Organization Science – volume: 105 start-page: 333 issue: 429 year: 1995 end-page: 344 article-title: Dynamic count data models of technological innovation publication-title: Economic Journal – volume: 30 start-page: 35 issue: 1/2 year: 2005 end-page: 48 article-title: Exploring the patent explosion publication-title: Journal of Technology Transfer – volume: 22 start-page: 197 issue: 3 year: 2001 end-page: 220 article-title: Technological acquisitions and the innovation performance of acquiring firms: a longitudinal study publication-title: Strategic Management Journal – volume: 32 start-page: 101 issue: 1 year: 2001 end-page: 128 article-title: The patent paradox revisited: an empirical study of patenting in the U.S. semiconductor industry, 1979–1995 publication-title: Rand Journal of Economics – volume: 41 start-page: 61 issue: 1 year: 2004 end-page: 84 article-title: A knowledge accessing theory of strategic alliances publication-title: Journal of Management Studies – volume: 17 start-page: 77 year: 1996 end-page: 91 article-title: Strategic alliances and interfirm knowledge transfer publication-title: Strategic Management Journal – volume: 21 start-page: 791 issue: 8 year: 2000 end-page: 811 article-title: Interorganizational alliances and the performance of firms: a study of growth and innovation rates in a high‐technology industry publication-title: Strategic Management Journal – year: 2002 – year: 2006 – volume: 108 start-page: 113 issue: 1 year: 2002 end-page: 131 article-title: Individual effects and dynamics in count data models publication-title: Journal of Econometrics – volume: 44 start-page: 29 issue: 1 year: 1999 end-page: 56 article-title: The influence of organizational acquisition experience on acquisition performance: a behavioral learning perspective publication-title: Administrative Science Quarterly – volume: 26 start-page: 947 issue: 10 year: 2005a end-page: 965 article-title: When do firms undertake R&D by investing in new ventures? publication-title: Strategic Management Journal – volume: 19 start-page: 809 issue: 6 year: 2004 end-page: 829 article-title: Knowledge relatedness and post‐spin‐off growth publication-title: Journal of Business Venturing – volume: 39 start-page: 340 issue: 2 year: 1996 end-page: 367 article-title: Corporate diversification and organizational structure: a resource‐based view publication-title: Academy of Management Journal – volume: 33 start-page: 503 issue: 3 year: 1990 end-page: 519 article-title: Forms of interorganizational governance for multinational alliances publication-title: Academy of Management Journal – volume: 13 start-page: 420 issue: 4 year: 2002 end-page: 441 article-title: Acquiring new technologies and capabilities: a grounded model of acquisition implementation publication-title: Organization Science – volume: 28 start-page: 257 issue: 2 year: 2003 end-page: 274 article-title: The performance of incumbent firms in the face of radical technological innovation publication-title: Academy Of Management Review – volume: 24 start-page: 651 issue: 7 year: 2003 end-page: 666 article-title: Technology sourcing and output of established firms in a regime of encompassing technological change publication-title: Strategic Management Journal – volume: 29 start-page: 493 issue: 4 year: 2005 end-page: 515 article-title: Explorative and exploitative learning from external corporate ventures publication-title: Entrepreneurship Theory and Practice – ident: e_1_2_1_7_1 doi: 10.2307/2393553 – ident: e_1_2_1_6_1 doi: 10.1016/S0304-4076(01)00108-7 – volume-title: Regression Models for Categorical Dependent Variables Using Stata, year: 2006 ident: e_1_2_1_23_1 – ident: e_1_2_1_3_1 doi: 10.2307/2667105 – ident: e_1_2_1_31_1 doi: 10.1016/j.jbusvent.2003.06.002 – ident: e_1_2_1_32_1 doi: 10.1111/j.1540-6520.2005.00095.x – ident: e_1_2_1_12_1 doi: 10.1111/j.1467-6486.2004.00421.x – ident: e_1_2_1_20_1 doi: 10.1002/(SICI)1097-0266(199803)19:3<193::AID-SMJ949>3.0.CO;2-C – ident: e_1_2_1_8_1 doi: 10.3386/w7552 – ident: e_1_2_1_17_1 doi: 10.2307/1911191 – ident: e_1_2_1_38_1 doi: 10.1002/smj.493 – volume-title: Regression Analysis for Categorical Moderators year: 2003 ident: e_1_2_1_2_1 – ident: e_1_2_1_24_1 doi: 10.2307/256783 – ident: e_1_2_1_18_1 doi: 10.2307/30040712 – ident: e_1_2_1_33_1 doi: 10.1287/orsc.10.2.134 – ident: e_1_2_1_5_1 doi: 10.2307/2235494 – ident: e_1_2_1_25_1 doi: 10.1002/smj.4250171108 – ident: e_1_2_1_26_1 doi: 10.1002/smj.329 – ident: e_1_2_1_14_1 doi: 10.2307/2667030 – ident: e_1_2_1_30_1 doi: 10.1287/orsc.1070.0291 – ident: e_1_2_1_21_1 doi: 10.1287/orsc.9.3.255 – volume-title: Stata Base Reference Manual: Release 9/ year: 2005 ident: e_1_2_1_34_1 – ident: e_1_2_1_4_1 doi: 10.1002/smj.157 – volume-title: Thomson Derwent World Patents Index year: 2002 ident: e_1_2_1_36_1 – ident: e_1_2_1_22_1 doi: 10.1002/(SICI)1097-0266(199805)19:5<461::AID-SMJ953>3.0.CO;2-L – ident: e_1_2_1_13_1 doi: 10.1016/S0048-7333(02)00137-3 – ident: e_1_2_1_27_1 doi: 10.2307/256578 – ident: e_1_2_1_16_1 doi: 10.2307/2696400 – volume-title: Thomson‐Securities Data Corporation SDC Platinum Database year: 2007 ident: e_1_2_1_37_1 – ident: e_1_2_1_28_1 doi: 10.1287/orsc.13.4.420.2952 – ident: e_1_2_1_10_1 doi: 10.1002/smj.488 – volume-title: Standard & Poor's Compustat Database year: 2007 ident: e_1_2_1_9_1 – ident: e_1_2_1_11_1 doi: 10.1016/j.respol.2005.01.017 – ident: e_1_2_1_29_1 doi: 10.1002/smj.180 – ident: e_1_2_1_35_1 doi: 10.1002/1097-0266(200008)21:8<791::AID-SMJ121>3.0.CO;2-K – ident: e_1_2_1_19_1 doi: 10.1111/j.1467-6486.1995.tb00790.x – volume: 30 start-page: 35 issue: 1 year: 2005 ident: e_1_2_1_15_1 article-title: Exploring the patent explosion publication-title: Journal of Technology Transfer – ident: e_1_2_1_39_1 doi: 10.1920/wp.cem.2002.14.02
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SubjectTerms	acquisition Acquisitions alliance Alliances Business Business development Business innovation Business management Business structures Capital Capital investments Communications technology Corporate governance Corporate strategies corporate venture capital corporate venturing Firm theory Governance Impact analysis Information and communication technologies Information technology Innovation innovation, patents Innovations Interorganizational relations Interorganizational relationships Investments Joint ventures Management science Mergers Organizational effectiveness Relatedness Research Notes and Commentaries Sectoral development Start up firms Strategic management Studies Technological innovation Venture capital Ventures
Title	The effect of governance modes and relatedness of external business development activities on innovative performance
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