Internal corporate joint ventures: Development processes and performance outcomes

Stephen M. Shortell and Edward J. Zajac

Strategic Management Journal, 1988, vol. 9, issue 6, 527-542

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.

Date: 1988
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