Designing Corporate Ventures in the Shadow of Private Venture Capital

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Understanding the advantages of open innovation practices in corporate venturing in terms of real options (2008, background): “VANHAVERBEKE, Wim; Van de Vrande, Vareska & Chesbrough, Henry (2008)”
When does corporate venture capital investment create firm value (2006, background): “Among the potential strategic benefits of investing in new ventures is that a firm may be able to build demand for its technologies by helping develop ventures that provide complementary products and services (Brandenburger and Nalebuff, 1996).”
A Bird in the Hand or Two in the Bush?: Integration Trade-offs in Technology-grafting Acquisitions (2003, background): “…beyond proof of concept may alleviate problems such as fear of cannibalization and lack of incentive intensity faced in internal development efforts (Chesbrough, 2000), but these gains are at least partly offset by the disruption effects that accompany attempts at organizational integration.”
Markets for Technology and Their Implications for Corporate Strategy (2001, unknown): “Corporate venturing probably works best when there are strong strategic links between the venture and the parent (Chesbrough, 1999).”
Towards Understanding Who Makes Corporate Venture Capital Investments and Why (2011, unknown): “Since IVCs also pursue these ventures, CVC investors must offer benefits beyond financial capital (Chesbrough, 2000).”