Modeling the set-up and management of a spin-out: Evidence from a case study
AbstractIn this paper we explore a special case of venturing, namely the spinout approach. More in particular, this paper has sought to model the spin-out process by combining scholarly literature with an empirical analysis of the spinout process of Royal Dutch Shell. Through literature review we have identified multiple factors relevant for spinout success, which are captured in a practical assessment model. In doing so, we have provided managers with a phased approach showing the critical steps that have to be taken in the decision, set-up and management phases of a spinout. The added value of the introduced assessment model is that it treats a spinout as an ongoing process of enacting set-ups, rather than a static event.
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Bibliographic InfoPaper provided by University Library of Munich, Germany in its series MPRA Paper with number 26489.
Date of creation: 2008
Date of revision: 2010
spin-out; phased exit; external corporate venturing;
Find related papers by JEL classification:
- M13 - Business Administration and Business Economics; Marketing; Accounting - - Business Administration - - - New Firms; Startups
- D85 - Microeconomics - - Information, Knowledge, and Uncertainty - - - Network Formation
- O31 - Economic Development, Technological Change, and Growth - - Technological Change; Research and Development; Intellectual Property Rights - - - Innovation and Invention: Processes and Incentives
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