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Organizing for internally developed corporate ventures
If innovation is to be pursued as a long-term strategic move for prosperity rather than a survival tactic in troublesome times, an alternative focus is needed. Energies should be redirected toward maintenance responsibilities involving the overall corporate system rather than limiting efforts to ven...
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| Format: | Article |
| Language: | English |
| Published: |
1993
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| Summary: | If innovation is to be pursued as a long-term strategic move for prosperity rather than a survival tactic in troublesome times, an alternative focus is needed. Energies should be redirected toward maintenance responsibilities involving the overall corporate system rather than limiting efforts to venture initiation activities. While previous studies have investigated correlates of corporate entrepreneurship and its subsequent effect on organizational performance, few researchers have demonstrated any viable means of maintaining internally developed ventures (Biggadike 1979; Jennings et al. 1990; Jennings and Young 1990; Zahra 1991). This research piece posits long-term maintenance of an innovative organization as a joint function of identifying and securing the loyalty of innovative-minded individuals and building appropriate organizational factors (e.g., structural and reward system) to retain them. In order to address this objective, this study examines the relationship between a set of key individual and organizational factors and a set of outcome variables consisting of specific job attitudes (job satisfaction, organizational commitment) and propensity to leave the... |
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| Physical Description: | 75 - 90 |