Venturing for Commercialization of R&D Results
In the current rapidly changing environment of the telecommunications industry – an environment that offers a multitude of prominent directions in technological and market development – it is essential to drive innovation and extend the portfolio of business areas. Deutsche Telekom Laboratories supports the creation of new business fields with a venturing approach that allows for external commercialization of R&D results. In collaboration with a network of external partners, R&D results are spun out, developed externally, and, if successful, spun back in.
KeywordsRecombination Marketing Exter
Unable to display preview. Download preview PDF.
- Burgelman, R. A. and Valikangas, L. 2005. Managing internal corporate – Venturing cycles. Mit Sloan Management Review 46: 26–.Google Scholar
- Carrier, C. 1996. Entrepreneurship in Small Businesses: An Exploratory Study. Entrepreneurship: Theory and Practice 21:5–20.Google Scholar
- Chesbrough, H. 2000. Designing Corporate Ventures in the Shadow of Private Venture Capital. California Management Review 42: 3–49.Google Scholar
- Christensen, K. S. 2004. A classification of the corporate entrepreneurship umbrella: labels and perspectives. International Journal of Management & Enterprise Development 1: 1–1.Google Scholar
- EIRMA. 2003. Innovation Through Spinning In and Out. Research Technology Management 46: 63–64.Google Scholar
- Freese, B. 2006. Corporate-venture-Capital-Einheiten als Wissensbroker: empirische Untersuchung interorganisationaler Beziehungen zwischen Industrie- und Start-up-Unternehmen. Dt. Univ.-Verlag, Wiesbaden.Google Scholar
- Gilbert, C., Bower, J.L. 2002. Disruptive Change – When trying harder is part of the problem. Harvard Business Review 80: 95–101.Google Scholar
- Miles, M. P. and Covin, J. G. 2002. Exploring the Practice of Corporate Venturing: Some Common Forms and Their Organizational Implications, Entrepreneurship: Theory & Practice 26: 21–40.Google Scholar
- Rohrbeck, R. and Arnold, H. M. 2006. Making university-industry collaboration work – a case study on the Deutsche Telekom Laboratories contrasted with findings in literature. ISPIM Annual Conference: “Networks for Innovation”, Athens, GreeceGoogle Scholar
- Sharma, P. and Chrisman, J. J. 1999. Toward a Reconciliation of the Definitional Issues in the Field of Corporate Entrepreneurship. Entrepreneurship: Theory & Practice 23: 11–27.Google Scholar
- Tidd, J. and Barnes, S. 2000. Spin-in or spin-out? Corporate venturing in life sciences. The International Journal of Entrepreneurship and Innovation 1: 109–116.Google Scholar