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Knowledge transfer in corporate venturing activity and impact of control mechanisms

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Abstract

This study investigated how control mechanisms impacts knowledge transfer between a parent company and its new ventures in corporate venturing (CV). Based on the knowledge-based theory, we proposed that autonomy and incentive scheme may stimulate or eliminate knowledge flows in CV activity, and such relationships may be moderated by the extent to which CV activity is aimed at exploring new technologies/markets. Using a sample of 61 companies in both Japan and the United States, we found strong evidence that the impacts of autonomy and incentive schemes are contingent upon various CV objectives.

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Authors and Affiliations

  1. Department of Management, College of Management, University of Massachusetts Lowell, Lowell, MA, 01854, USA

    Yi Yang

  2. Design & Engineering Team, RD&E Management Innovation Div., JMA Consultants Inc., Tokyo, Japan

    Shinichirou Nomoto

  3. Department of Management, LeBow College of Business, Drexel University, Philadelphia, PA, 19104, USA

    Sam Kurokawa

Authors
  1. Yi Yang
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  2. Shinichirou Nomoto
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  3. Sam Kurokawa
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Correspondence to Yi Yang.

Additional information

Sam Kurokawa (deceased)

The earlier version of this paper was presented in the 2009 Babson Entrepreneurship Research Conference and selected in the Frontiers of Entrepreneurship Research

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Yang, Y., Nomoto, S. & Kurokawa, S. Knowledge transfer in corporate venturing activity and impact of control mechanisms. Int Entrep Manag J 9, 21–43 (2013). https://doi.org/10.1007/s11365-011-0208-x

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