Internal corporate venture planning autonomy, strategic evolution, and venture performance

Jeffrey G. Covin (), Robert P. Garrett (), Donald F. Kuratko () and Mark Bolinger ()
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Jeffrey G. Covin: Indiana University
Robert P. Garrett: University of Louisville
Donald F. Kuratko: Indiana University
Mark Bolinger: Indiana University

Small Business Economics, 2021, vol. 56, issue 1, No 14, 293-310

Abstract: Abstract Theory and research typically suggest that internal corporate (ICV) venture managers should be granted the freedom needed to manage their new business initiatives as they choose, with little or no interference from senior levels of corporate management. The current research investigates the relationship between venture planning autonomy and venture performance, arguing that this relationship is affected by the types (i.e., goal related or value proposition related) and levels (low-to-high) of strategic evolution occurring in the ICV. Data collected from 145 ICVs operating in 72 corporations indicate that venture planning autonomy is most positively related to venture performance when those ICVs’ goals remain stable over the course of venture operations, but the value propositions of those ICVs are evolving.

Keywords: Entrepreneurship; Corporate entrepreneurship; Performance; Planning autonomy (search for similar items in EconPapers)
JEL-codes: L26 (search for similar items in EconPapers)
Date: 2021
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Citations: View citations in EconPapers (5)

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DOI: 10.1007/s11187-019-00220-2

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