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Structural differentiation and corporate venturing: The moderating role of formal and informal integration mechanisms

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  • Burgers, J. Henri
  • Jansen, Justin J.P.
  • Van den Bosch, Frans A.J.
  • Volberda, Henk W.

Abstract

Research has suggested that corporate venturing is crucial to strategic renewal and firm performance, yet scholars still debate the appropriate organizational configurations to facilitate the creation of new businesses in existing organizations. Our study investigates the effectiveness of combining structural differentiation with formal and informal organizational as well as top management team integration mechanisms in establishing an appropriate context for venturing activities. Our findings suggest that structural differentiation has a positive effect on corporate venturing. In addition, our study indicates that a shared vision has a positive effect on venturing in a structurally differentiated context. Socially integrated senior teams and cross-functional interfaces, however, are ineffective integration mechanisms for establishing linkages across differentiated units and for successfully pursuing corporate venturing.

Suggested Citation

  • Burgers, J. Henri & Jansen, Justin J.P. & Van den Bosch, Frans A.J. & Volberda, Henk W., 2009. "Structural differentiation and corporate venturing: The moderating role of formal and informal integration mechanisms," Journal of Business Venturing, Elsevier, vol. 24(3), pages 206-220, May.
  • Handle: RePEc:eee:jbvent:v:24:y:2009:i:3:p:206-220
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    References listed on IDEAS

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    1. Burgers, J.H. & van den Bosch, F.A.J. & Volberda, H.W., 2007. "Why New Business Development Projects Fail: Coping with the Differences of Technological versus Market Knowledge," ERIM Report Series Research in Management ERS-2007-072-STR, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
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    1. repec:wsi:ijimxx:v:21:y:2017:i:03:n:s136391961750030x is not listed on IDEAS
    2. Hicheon Kim & Johngseok Bae & Garry Bruton, 2012. "Business groups and institutional upheaval in emerging economies: Corporate venturing in Korea," Asia Pacific Journal of Management, Springer, vol. 29(3), pages 729-752, September.
    3. Jansen, J.J.P., 2011. "Corporate Entrepreneurship: Sensing and Seizing Opportunities for a Prosperous Research Agenda," ERIM Inaugural Address Series Research in Management EIA-2011-046-STR, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam..
    4. O'Reilly, Charles A., III & Tushman, Michael L., 2013. "Organizational Ambidexterity: Past, Present and Future," Research Papers 2130, Stanford University, Graduate School of Business.
    5. Kamal Sakhdari & Jahangir Yadollahi Farsi, 2016. "Business partners and corporate entrepreneurship in developing countries," International Journal of Management and Enterprise Development, Inderscience Enterprises Ltd, vol. 15(1), pages 61-77.
    6. Lau, Chung Ming & Bruton, Garry D., 2011. "Strategic orientations and strategies of high technology ventures in two transition economies," Journal of World Business, Elsevier, vol. 46(3), pages 371-380, July.
    7. Andrew Nelson & Erik Monsen, 2014. "Teaching technology commercialization: introduction to the special section," The Journal of Technology Transfer, Springer, vol. 39(5), pages 774-779, October.
    8. Mayer-Haug, Katrin & Read, Stuart & Brinckmann, Jan & Dew, Nicholas & Grichnik, Dietmar, 2013. "Entrepreneurial talent and venture performance: A meta-analytic investigation of SMEs," Research Policy, Elsevier, vol. 42(6), pages 1251-1273.
    9. J. Henri Burgers & Jeffrey G. Covin, 2016. "The contingent effects of differentiation and integration on corporate entrepreneurship," Strategic Management Journal, Wiley Blackwell, vol. 37(3), pages 521-540, March.

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