Les grands groupes et l’innovation:définitions et enjeux du Corporate Venture
Abstract(VF)Le corporate venture consiste à structurer les relations entre un grand groupe et une jeune entreprise innovante soit en acquérant tout ou partie du capital de jeunes entreprises, soit en externalisant certaines entités du groupe pour en faire des entités indépendantes. Alors que le corporate venture s’est fortement développé, encore peu de recherches lui ont été consacrées. Cet article définit le corporate venture, précise les enjeux et les conditions de son développement et structure la littérature, essentiellement nord américaine, qui en traite. Il distingue l’analyse de la performance du corporate venture et celle de ses facteurs clés de succès.(VA) A corporate venture unit manages the various links between in-house and outsourced activities in order to facilitate radical innovation, frequently outside the bounds of traditional job descriptions. Thus the activities of a corporate venture unit can go beyond those of a simple profit centre and may initiate a real entrepreneurial culture within the firm as a result of its relationships with the external business environment, and also outside the enterprise in mobilizing the internal resources. This paper presents the literature which deals with corporate venture and its development. It focuses mainly on performance analysis and on key success factors.
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Bibliographic InfoArticle provided by revues.org in its journal Revue Finance Contrôle Stratégie.
Volume (Year): 8 (2005)
Issue (Month): 4 (December)
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Find related papers by JEL classification:
- D21 - Microeconomics - - Production and Organizations - - - Firm Behavior: Theory
- L22 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Firm Organization and Market Structure
- L29 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Other
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- Abetti, Pier A., 1997. "The birth and growth of toshiba's laptop and notebook computers: A case study in Japanese corporate venturing," Journal of Business Venturing, Elsevier, vol. 12(6), pages 507-529, November.
- Winters, Terry E. & Murfin, Donald L., 1988. "Venture capital investing for corporate development objectives," Journal of Business Venturing, Elsevier, vol. 3(3), pages 207-222.
- Sykes, Hollister B., 1990. "Corporate venture capital: Strategies for success," Journal of Business Venturing, Elsevier, vol. 5(1), pages 37-47, January.
- Block, Zenas & Ornati, Oscar A., 1987. "Compensating corporate venture managers," Journal of Business Venturing, Elsevier, vol. 2(1), pages 41-51.
- Kanter, Rosabeth, 1985. "Supporting innovation and venture development in established companies," Journal of Business Venturing, Elsevier, vol. 1(1), pages 47-60.
- Sorrentino, Mario & Williams, Mary L., 1995. "Relatedness and corporate venturing: Does it really matter?," Journal of Business Venturing, Elsevier, vol. 10(1), pages 59-73, January.
- Almeida, Paul & Dokko, Gina & Rosenkopf, Lori, 2003. "Startup size and the mechanisms of external learning: increasing opportunity and decreasing ability?," Research Policy, Elsevier, vol. 32(2), pages 301-315, February.
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