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Corporate Technology Spinouts: Why and How |
Corporate technology innovation is changing. Smart companies no
longer feel the need to own and control all of their intellectual
property. Even more interestingly, sometimes the most profitable
business model is to let others use your technology. |
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Diversification and the Legal Organization of the Firm |
Traditional diversification research has failed to account for the
variety in ownership and organization for firms pursuing a
diversification strategy. This paper begins to unpack this
complicated issue. |
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Diversification Strategy as a Determinant of the Earnings
Persistence of U.S. Multinational Firms |
This study tests the relationship between diversification strategy
and earnings persistence provided by Autoregressive, Integrative,
Moving Average (ARIMA) models. |
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Diversified Service Firms |
Information Asymmetries: A Source of Competitive Advantage for
Diversified Service Firms. |
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Divestiture Survey Report 2013 |
Deloitte surveyed nearly 150 executives regularly involved in
divestitures to assess the past experience of their companies, their
outlook for the future, and the challenges they face. While some
findings were consistent with the results of Deloitte’s 2010 survey,
we did notice the emergence of some new, noteworthy themes. |
new |
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Increasing the value of portfolio companies by improving their
operational performance |
The Roland Berger Survey of 56 executives of Private Equity
companies in Europe, Switzerland, Russia and USA shows that PE
companies hold their investments longer, place greater emphasis on
their operational performance improvement, use more professional
management levers to increase their value and seek High-impact
representation in their management. |
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On
the Measurement of Corporate Diversification Strategy |
Evidence from Large U.S. Service Firms. |
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Portfolio of Services |
Out of the Fog: Creating Value by Assembling and Managing a
Portfolio of Services. |
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Seven Reasons Divestitures Are Harder Than You Think |
In today's business environment, splitting off pieces is harder than
it appears. |
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Strategies for managing a successful divestiture |
Corporate development roundtable insights. The recent trend toward
separation or break-up of businesses, with a view to unlocking value
or focusing on higher growth opportunities, has brought divestiture
strategy and execution back into focus. |
new |
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The
implementation and structure of divestitures: The unit's perspective |
Existing literature on value creation of divestitures focuses on the
antecedents of divestitures, typically relating them to the parent
company’s financial performance. Whether and how divestitures can
create value for the divested unit remains unexplored. This study
presents an exploratory study based on multiple cases, to examine
which factors of the implementation and structuring of a divestiture
may increase the performance of a divested unit. |
new |
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The Secret to a Successful Divestiture |
When you are selling part of your company, don’t just offer buyers a
potential asset; give them the capabilities to gain value from it. |
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Vertical Divestiture as a Competitive Strategy: the Case of Russian
Railways Reform |
In the formal model we analyze the cost and benefits of vertical
divestiture under different assumptions about the toughness of
competition in the rail industry. |
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Corporate Venture Capital (CVC) - Seeking Innovation and Strategic
Growth |
Recent patterns in CVC mission, structure, and investment. This
report examines corporate venture capital (CVC) as a model of
innovation. |
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Corporate Venturing in Denmark |
- especially among small and medium sized firms. Pdf-file 2003 |
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Corporate Venturing: An Overview |
This report aims at providing an overview on the recent progress in
the research of corporate venturing. The overview is provided by
conducting an extensive study on existing literature on corporate
venturing.
The findings are roughly two-fold. |
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Implementing Intrapreneurship: A Structural and Cultural Approach |
Research shows that there is no distinct set of characteristics
exclusive to successful intrapreneurs. However, given the right
environment and support, many employees can become intrapreneurs. So
what should an organization do to make this happen? |
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Know the limits of corporate venturing |
Almost all units set up to create new opportunities for a company
fail to develop any significant new businesses, but that is not to
say that the techniques are useless - they can be harnessed for
other purposes. |
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Learning in and of corporate venture capital organizations in
Germany: |
. Based on responses from 20 corporate venture capital
organizations (CVCs) in Germany, we examine the goals, degree of
autonomy, fund structure, and main investment criteria underlying
the venture strategies of CVCs in Germany today as well as how the
CVCs have performed strategically and financially. |
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Managing Innovation Through Corporate Venturing |
New organizational models can help a firm commercialize ideas that
would otherwise languish. 2000 |
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The
Strategic Use of Corporate Venturing |
ppt-presentation on various aspects of corporate venturing. Ppt-file |
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When does corporate venture capital investment create firm value? |
Over the past decade, billions of dollars have been invested by
established companies in entrepreneurial ventures—what is often
referred to as corporate venture capital. Yet, there is little
systematic evidence that corporate venture capital investment
creates value to investing firms. |
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