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Corporate venturing: Insights from actual performance

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  • Kuratko, Donald F.
  • Covin, Jeffrey G.
  • Garrett, Robert P.

Abstract

Corporate innovation and the entrepreneurial strategies on which it is based are key challenges at the forefront of executive concerns. In order to establish some factual foundations amid the popular folklore which surrounds corporate innovation today, this study examines the actual factors that influence internal corporate venturing within the realm of a corporate entrepreneurship strategy. Data were collected from 145 internal corporate ventures (early-stage, middle-stage, and established-stage) operating in 72 firms headquartered in the midwestern United States. The results of this study are summarized herein and offer insights regarding some of the key correlates of corporate venturing performance.

Suggested Citation

  • Kuratko, Donald F. & Covin, Jeffrey G. & Garrett, Robert P., 2009. "Corporate venturing: Insights from actual performance," Business Horizons, Elsevier, vol. 52(5), pages 459-467, September.
    • Handle: RePEc:eee:bushor:v:52:y:2009:i:5:p:459-467
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    References listed on IDEAS

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    1. Morgan P. Miles & Jeffrey G. Covin, 2002. "Exploring the Practice of Corporate Venturing: Some Common Forms and Their Organizational Implications," Entrepreneurship Theory and Practice, , vol. 26(3), pages 21-40, April.
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    6. Jeffrey G. Covin & Morgan P. Miles, 1999. "Corporate Entrepreneurship and the Pursuit of Competitive Advantage," Entrepreneurship Theory and Practice, , vol. 23(3), pages 47-63, April.
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    8. R. Duane Ireland & Jeffrey G. Covin & Donald F. Kuratko, 2009. "Conceptualizing Corporate Entrepreneurship Strategy," Entrepreneurship Theory and Practice, , vol. 33(1), pages 19-46, January.
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