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Internal Corporate Joint Ventures: Development Processes and Performance Outcomes
Stephen M. Shortell and Edward J. Zajac,Strategic Management Journal, Vol. 9, 527-542 (1988)

Joint venture activity and internal corporate venturing represent two administrative innovations receiving increased attention in strategic management research. This study investigates a new hybrid form of administrative innovation: internal corporate joint ventures, which combine the equity involvement typically found in joint ventures with the internal staffing of a semiautonomous unit typical of internal corporate ventures. Drawing on both a process model and a variance model, the structuring, development and performance of 53 such ventures in an industry-specific setting is examined.

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