The spin-along approach: ambidextrous corporate venturing management

Theresa Michl, Bernhard Gold and Arnold Picot

International Journal of Entrepreneurship and Small Business, 2012, vol. 15, issue 1, 39-56

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. (search for similar items in EconPapers)
Date: 2012
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Citations: View citations in EconPapers (5)

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