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Internal Corporate Joint Ventures: Development Processes and Performance Outcomes, Strategic Management Journal

Abstract

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.

Type

Article

Author(s)

Stephen M. Shortell, Edward Zajac

Date Published

1988

Citations

Shortell, M. Stephen, and Edward Zajac. 1988. Internal Corporate Joint Ventures: Development Processes and Performance Outcomes. Strategic Management Journal. 9(6): 527-542.

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