Sustaining venture creation from industrial laboratories

Research Technology Management

Volumn 46, Issue 4, 2003, Pages 16-19

  Chesbrough, Henry ^a   Socolof, Stephen ^b  

^a UNIVERSITY OF CALIFORNIA   (United States)

^b New Venture Partners   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

INDUSTRIAL ECONOMICS; INDUSTRIAL RESEARCH; SOCIETIES AND INSTITUTIONS; STRATEGIC PLANNING;

JOINT VENTURES;

INDUSTRIAL LABORATORIES;

EID: 0038495557     PISSN: 08956308     EISSN: None     Source Type: Journal    
DOI: 10.1080/08956308.2003.11671572     Document Type: Article

References (5)

1. Chesbrough, H. and Socolof, S. "Commercializing New Ventures from Bell Labs Technology: The Design and Experience of Lucent's New Ventures Group." Research · Technology Management, March-April 2000, pp. 13-17.
2. Chesbrough, H. Open Innovation: The new imperative for creating and profiting from technology, Harvard Business School Publishing: Boston, MA, chapter 7, 2003.
3. In contrast to a tracking stock, which would be distributed to the public, the Innovation Bond moves the financial risks of a venture portfolio from the public market into the private equity market. The financial risks remain, of course. The bond issuer would price these risks into the bond, since it too has no easy way of hedging these risks in secondary markets. The corporation would likely get only a discounted value of its portfolio in the Bond, as a result.
4. Chesbrough, H. "Designing Corporate Ventures in the Shadow of Private Venture Capital." California Management Review, Spring 2000, pp. 31-49.
5. Chesbrough, H. "Making Sense of Corporate Venture Capital." Harvard Business Review, March, 2002: pp. 90-99.