Internal corporate joint ventures: Development processes and performance outcomes

Stephen M. Shortell*, Edward J. Zajac

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

31 Scopus citations

Abstract

Joint venture activity and internal corporate venturing represent two administrative innovations receiving increased attention in strategic management research. This study investigates a new hybrid form of administrative innovation: internal corporate joint ventures, which combine the equity involvement typically found in joint ventures with the internal staffing of a semiautonomous unit typical of internal corporate ventures. Drawing on both a process model and a variance model, the structuring, development and performance of 53 such ventures in an industry‐specific setting is examined.

Original languageEnglish (US)
Pages (from-to)527-542
Number of pages16
JournalStrategic Management Journal
Volume9
Issue number6
DOIs
StatePublished - Jan 1 1988

ASJC Scopus subject areas

  • Business and International Management
  • Strategy and Management

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