Explorative and Exploitative Learning from External Corporate Ventures

By Henri A. Schildt, Markku V. J. Maula, Thomas Keil. 2005

435 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0e7a6ec2faa9246a996f6f20ccbd710d1aface3f

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. Anu Wadhwa
2. Jeffrey G. Covin
3. Gina Colarelli O'Connor
4. Geert Duysters
5. Andrew C. Corbett
6. Suresh Babu Kotha
7. Vareska Van de Vrande
8. Christopher L. Tucci

In Strategy and Management

1. Wpm Wim Vanhaverbeke
2. Vareska Van de Vrande
3. Geert Duysters
4. Jeffrey G. Covin
5. Gina Colarelli O'Connor
6. Andrew C. Corbett
7. Suresh Babu Kotha
8. Anu Wadhwa

Citations in the corpus

• Knowledge Creation Through External Venturing: Evidence from the Telecommunications Equipment Manufacturing Industry (2006, background): “To accumulate the necessary knowledge, many organizations turn to external activities such as alliances, joint ventures, mergers and acquisitions, and corporate venture capital (CVC) investments ( Schildt, Maula, & Keil, 2005 ).”
• External technology sourcing: The effect of uncertainty on governance mode choice (2007, positive): “Although other sourcing modes exist, these are most important from an external corporate venturing perspective (Keil, 2002; Schildt et al., 2005).”
• Corporate Entrepreneurship: State‐of‐the‐Art Research and a Future Research Agenda (2013, background): “There has been a fair amount of prior work on tying exploration/ exploitation to CE initiatives (e.g., Schildt, Maula, and Keil, 2005), as well as some work in tying CE initiatives with the need for ambidexterity (e.g., Burgers, Jansen, Van den Bosch, and Volberda, 2009) but the theoretical…”