Detail Managing Internal Corporate Ventures: Teams, Capabilities & Networks of Influence   Oleh:  Wilemon, David Jenis: Article from Proceeding Dalam koleksi: SIBR-Thammasat 2014 Conference on Interdisciplinary Business & Economics Research June 5th- 7th, 2014 di Emerald Hotel Bangkok, page 1-3. Fulltext: b14-156.pdf (95.32KB) Isi artikel Background Many companies are searching for new growth avenues at an accelerated rate. Some organizations grow by acquisition; others by the organic growth of existing products/businesses; some invest in startups, and still others engage in internal corporate ventures (also called corporate entrepreneurship). It is important to note that some companies may use all of these approaches to achieve their growth & profitability objectives. In recent years, corporate venturing has received considerable attention due to the promise it holds for creating highly differentiated new products and in some instances entirely new business opportunities. What is internal corporate venturing and how do these entrepreneurial teams function? Wolcott & Lippitz explain corporate entrepreneurship as follows: We define the term (corporate entrepreneurship) as the process by which teams within an established company conceive, foster, launch, and manage a new business that is distinct from the parent company but leverages the parent’s assets, market position, capabilities, or other resources. It differs from corporate venture capital, which predominantly pursues financial investments in external companies…Corporate entrepreneurship is more than just new product development, and it can include innovations in services, channels, brands and so on. Opini Anda Klik untuk menuliskan opini Anda tentang koleksi ini! Kembali

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