Authors: Theresa Michl; Bernhard Gold; Arnold Picot
Addresses: Institute for Information, Organization and Management, Ludwig Maximilian University of Munich, Ludwigstreet 28, 80539 Munich, Germany. ' Institute for Information, Organization and Management, Ludwig Maximilian University of Munich, Ludwigstreet 28, 80539 Munich, Germany. ' Institute for Information, Organization and Management, Ludwig Maximilian University of Munich, Ludwigstreet 28, 80539 Munich, Germany
Abstract: The spin-along approach is a combination of internal and external corporate venturing elements and its goal is to support corporations| innovative performance. We argue that corporations can successfully implement spin-along approaches in their organisation by means of ambidextrous corporate venturing. The results from four case studies reveal that corporations must apply complementary ambidexterity|s antecedents to use spin-along as a deliberate exploring and exploiting tool to achieve higher innovative performance. Managing spin-alongs requires a coordinating and moderating management layer between the parent firm and the spin-alongs; this layer requires entrepreneurial as well as ambidextrous skills. Propositions are developed on the basis of the case study results, and are illustrated in a conceptual framework.
Keywords: spin-along; spin-off; spin-in; internal venturing; external venturing; corporate entrepreneurship; senior management; innovative performance; corporate venturing; ambidexterity; ambidextrous venturing; complementary antecedents; coordinating management; moderating management; management layers; parent firms; entrepreneurial skills; ambidextrous skills; Georg von Holtzbrinck; publishing; publishers; Germany; media companies; telecommunication companies; Deutsche Telekom; laboratory equipment; process technology; Sartorius Group; healthcare; lifestyle; lighting; Royal Philips Electronics; Holland; Netherlands; small and medium-sized enterprises; SMEs; entrepreneurs; interdisciplinary research; Europe.
International Journal of Entrepreneurship and Small Business, 2012 Vol.15 No.1, pp.39 - 56
Published online: 29 Dec 2011 *Full-text access for editors Access for subscribers Purchase this article Comment on this article