IDEAS home Printed from
   My bibliography  Save this paper

Internal corporate venturing during organisational change:


  • Kjærgaard, Annemette

    (Department of Informatics, Copenhagen Business School)


Organisations have to deal with increasingly complex and turbulent environments, which demand that they continuously change and adapt to new circumstances or challenges. One way for organisations to cope with these challenges is to manage the strategy-making process in order to ensure that a continuous stream of new ideas and initiatives create new opportunities and ensure that the company stays viable by adapting to new internal and external challenges. This has been pursued in studies of strategy formation (Mintzberg, 1978), strategic change (Pettigrew, 1988) and internal corporate venturing (Burgelman, 1983b, 2002) and is still a central issue in the strategic management discourse. It is generally acknowledged that continuous change is important for organisations’ survival in a changing world. On the other hand the need for stability and continuity in form of a clear and strong corporate identity is also acknowledged to be critical for organisational success (Collins & Porras, 1994). Where the organisational identity works to ensure consistency in the company’s strategic action, the strategy making process works to renew the current concept of strategy (Burgelman, 1983b). Organisations thus face a dilemma when they engage in strategy-making to reconcile the perpetual tension between continuity and change (Burgelman, 2002). This challenge is far from new and has been discussed as e.g. the balance between exploration and exploitation (March, 1991). This article attempts to answer the question of how organisational actors’ perception of organisational identity influences the strategy-making process during organisational change. The study adopts an evolutionary approach to the unfolding of the strategy-making process, using the variation-selection-retention framework of cultural evolutionary theory (Aldrich, 1999; Campbell, 1969; Weick, 1979), which has been applied to the strategy-making process by Burgelman in several of his works (Burgelman, 1983a, 1983b, 1991, 2002, 2003).

Suggested Citation

  • Kjærgaard, Annemette, 2004. "Internal corporate venturing during organisational change:," Working Papers 2004-19, Copenhagen Business School, Department of Informatics.
  • Handle: RePEc:hhs:cbsinf:2004_019

    Download full text from publisher

    File URL:
    Download Restriction: no

    References listed on IDEAS

    1. Burgelman, Robert A., 2003. "Strategy Making and Evolutionary Organization Theory: Insights from Longitudinal Process Research," Research Papers 1844, Stanford University, Graduate School of Business.
    2. Ravasi, Davide & Verona, Gianmario, 2001. "Organising the process of knowledge integration: the benefits of structural ambiguity," Scandinavian Journal of Management, Elsevier, vol. 17(1), pages 41-66, March.
    3. Nicolai J. Foss, 2001. "Selective Intervention and Internal HybridsInterpreting and Learning from the Rise and Decline of the Oticon Spaghetti Organization," DRUID Working Papers 01-16, DRUID, Copenhagen Business School, Department of Industrial Economics and Strategy/Aalborg University, Department of Business Studies.
    Full references (including those not matched with items on IDEAS)

    More about this item



    JEL classification:

    • O30 - Economic Development, Innovation, Technological Change, and Growth - - Innovation; Research and Development; Technological Change; Intellectual Property Rights - - - General


    Access and download statistics


    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:hhs:cbsinf:2004_019. See general information about how to correct material in RePEc.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Lars Nondal). General contact details of provider: .

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    If CitEc recognized a reference but did not link an item in RePEc to it, you can help with this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service hosted by the Research Division of the Federal Reserve Bank of St. Louis . RePEc uses bibliographic data supplied by the respective publishers.