Choosing governance modes for external technology sourcing

By van de Vja Vareska Vrande, Ceav Charmianne Lemmens, Wpm Wim Vanhaverbeke. 2006

304 citations recorded by the source corpus.

Subfields: Finance, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/87718a6d36622e17f480b846afdc0b4b71015457

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Citations in the corpus

Open Innovation in Practice: An Analysis of Strategic Approaches to Technology Transactions (2008, background): “External technology acquisition refers to the absorption of external technologies, e.g., by means of in-licensing agreements or strategic alliances [ 12 ]–[14].”
External technology sourcing: The effect of uncertainty on governance mode choice (2007, unknown): “In this way, the investing company creates an option while learning about the opportunity ahead (Van de Vrande et al., 2006).”
Organizing for innovation (2016, background): “…Commons License 4.0 traditional venture capitalists insofar as CVC investments are made by focal corporations for whom finance is not a core business (Maula 2001; Rauser 2002), and insofar as a relatively large share of the return on investment be strategic in nature (van de Vrande et al. 2006).”
Understanding the advantages of open innovation practices in corporate venturing in terms of real options (2008, background): “…in an improved understanding of the technology and uncertainty has dropped to an acceptable level, innovating firms may invest in more substantial ways using other external governance modes such as equity alliances, join ventures, spin-ins or outright acquisitions (Van de Vrande et al., 2006).”
Open innovation in SMEs : trends, motives and management challenges (2009, background): “Such equity investments provide opportunities to further increase external collaboration in case their technologies prove to be valuable (Van de Vrande et al., 2006).”
Advancing a Typology of Open Innovation (2010, background): “Contextual factors, such as the characteristics of the environment (Perkmann and Walsh, 2007; Van de Vrande et al, 2006), the firm (Henkel, 2006; Higgins and Rodriguez, 2006), or the technology (Dodgson et al., 2006; Piller and Walcher, 2006), are important preconditions to OI adoption.”