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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Veröffentlicht in:Strategic management journal Jg. 29; H. 8; S. 895 - 907
Hauptverfasser: Keil, Thomas, Maula, Markku, Schildt, Henri, Zahra, Shaker A.
Format: Journal Article
Sprache:Englisch
Veröffentlicht: Chichester, UK John Wiley & Sons, Ltd 01.08.2008
John Wiley and Sons
Wiley Periodicals Inc
Schlagworte:
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
Online-Zugang:Volltext
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Beschreibung
Zusammenfassung: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.
Bibliographie:ArticleID:SMJ672
ark:/67375/WNG-21B7W3HX-G
istex:4CC990D9B5457E2DDE2BD1AD649CAA8B26160F72
The authors are listed in alphabetical order, not order of contribution.
SourceType-Scholarly Journals-1
ObjectType-Feature-1
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ObjectType-Article-2
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ISSN:0143-2095
1097-0266
DOI:10.1002/smj.672