Corporate Venture Capital – der Weg zur erfolgreichen Erschließung neuer Technologien?

2002 ◽  
Vol 3 (3) ◽  
Author(s):  
Holger von Daniels ◽  
Jens Leker ◽  
Carsten W. Seeliger

AbstractCorporate venture capital - the path to successfully developing new technologies? The changes brought about by the new technologies of the New Economy present both opportunities and threats for established companies and startups. There are various different concepts and forms of venture capital, such as traditional venture capital, corporate venture capital, and incubators, that can be used to finance the capital requirements that often go hand in hand with increased technological complexity. Many German firms have already recognized the potential of venture capital as a tool for developing new technologies and have set up their own corporate venture capital companies. However, these companies usually focus their investment in external startups that have already completed the seed phase and are in an expansion phase. This strategy does not go far enough, with numerous ideas from employees and external experts remaining unexploited. The paper presents a three-part organizational strategy - consisting of a CVC company, an incubator and a catalytic converter - that will help established companies utilize venture capital in the context of far-reaching strategic innovation management.

2020 ◽  
Vol 6 (4) ◽  
pp. 157 ◽  
Author(s):  
Felix Pinkow ◽  
Jasper Iversen

Corporations are confronted with challenges adjusting to changing technologies and markets. Seeking innovations externally through open innovation is a possible approach to go beyond the internal development of innovations. One practice of open innovation to assimilate external knowledge is corporate venture capital (CVC), meaning minority investments in entrepreneurial ventures by incumbent firms, whereby the objectives of CVC investments might be purely financial or may pursue strategic goals. CVC has been identified as a possible approach to ambidexterity, since investments in new ventures can allow to explore new technologies and markets, or to improve internal exploitative capabilities. Although literature on the potential strategic benefits of CVC is abundantly available, a systematic conceptualization of strategic objectives is lacking. Therefore, this paper examines strategic objectives of CVC and seeks to enrich, extend and conceptualize existing research through a theoretical framework. The conceptual foundation of this study embeds CVC in the ambidexterity literature, and clusters objectives of CVC investments in view of an ambidextrous organization and the degree of autonomy given to CVC units. The strategic objectives that can be pursued through CVC investments are (a) strengthening the core business, (b) leveraging the ecosystem, and (c) exploring new markets and technologies. This study concludes with a comprehensive overview of the strategic objectives that can be pursued by CVC, illustrates the barriers and limitations of CVC investments, and discusses the role of autonomy and ambidexterity with respect to the individual strategic objectives. Hereby, CVC is identified as a powerful approach to engage in open innovation practices, since it allows one to pursue a range of different strategic objectives through tapping into external knowledge held by new ventures. Often considered an approach for exploring new technologies through external knowledge acquisition, CVC is also identified as an open innovation approach that allows organizations to increase their internal exploitation capabilities.


Complexity ◽  
2020 ◽  
Vol 2020 ◽  
pp. 1-13 ◽  
Author(s):  
Fanglin Meng ◽  
Zengrui Tian ◽  
Beiquan Chang ◽  
Hongxin Yu ◽  
Shuai Zhang

With the gestation and development of new technologies, new products, new formats, and new models, venture capital investment, as one of the most important forms of open innovation in large companies, plays an increasingly important role in the innovation of mature large companies and entrepreneurial enterprises. To deal with the complex and dynamic environment, the niche of Corporate Venture Capital (CVC) ecological community is investigated from the perspective of the innovation ecosystem. By analyzing the innovation of CVC ecological community with the use of the logistic expansion model, this paper analyzes the stability of evolution game through the replicator dynamic equation and discusses ten parameters of niche state. In the end, we conclude that there are four optimization strategies in the coevolution of major corporations and entrepreneurial firms, namely, niche separation, niche expansion, niche K-R, and niche alliance.


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