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. Copyright © 1988 John Wiley & Sons, Ltd.
CITATION STYLE
Shortell, S. M., & Zajac, E. J. (1988). Internal corporate joint ventures: Development processes and performance outcomes. Strategic Management Journal, 9(6), 527–542. https://doi.org/10.1002/smj.4250090602
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