MANAGING DISRUPTIVE TECHNOLOGIES LIFE CYCLE BY EXTERNALIZING THE RESEARCH. SOCIAL NETWORK AND CORPORATE VENTURING IN THE SILICON VALLEY

Michel Ferrary ()
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Michel Ferrary: SKEMA Business School

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Abstract: The capability to generate and develop disruptive technologies drives the market in the high-tech sector. Traditional strategic theory recommends internalisation of R&D to keep a competitive advantage. The Silicon Valley example points out that the most successful high-tech companies (Cisco Systems, Intel, Sun,…) externalise their researches by doing corporate venturing. These companies manage their portfolio of technologies by acquiring small businesses that have developed disruptive technologies. This kind of acquisitive strategy needs specific organisational and managerial practices to embed the large company in the industrial-network structure of the Silicon Valley. Thus, managers of innovation have to get a large social capital to gather information inside business networks.

Keywords: Corporate venturing; Silicon Valley; Social networks; Acquisitive strategy; R&D externalisation (search for similar items in EconPapers)
Date: 2003
Note: View the original document on HAL open archive server: https://hal.science/hal-03233534
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Published in International Journal of Technology Management, 2003, 25 (1-2), pp.165-180. ⟨10.1504/IJTM.2003.003096⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-03233534

DOI: 10.1504/IJTM.2003.003096

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