Creating growth with externalization of R&D results - The spin-along approach

Global Business and Organizational Excellence

Volumn 28, Issue 4, 2009, Pages 44-51

  Rohrbeck, René ^a,b   Döhler, Mario ^a,c   Arnold, Heinrich ^a  

^a DEUTSCHE TELEKOM LABORATORIES   (Germany)

^b TECHNISCHE UNIVERSITÄT BERLIN   (Germany)

^c CHEMNITZ UNIVERSITY OF TECHNOLOGY   (Germany)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 65549117050     PISSN: 19322054     EISSN: None     Source Type: Journal    
DOI: 10.1002/joe.20267     Document Type: Article

References (6)

1. Burgelman, R. A. (1983a). A model of the interaction of strategic behavior, corporate context, and the concept of strategy. Academy of Management Review, 8, 61-70.
2. Burgelman, R. A. (1983b). A process model of internal corporate venturing in the diversified major firms. Administrative Science Quarterly, 28, 223-244.
3. European Industrial Research Management Association (EIRMA). (2003). Innovation through spinning in and out. Research Technology Management, 46(5), 63-64.
4. Keil, T. (2004). Building external corporate venturing capability. Journal of Management Studies, 41, 799-825.
5. Sharma, P., & Chrisman, J. J. (1999). Toward a reconciliation of the definitional issues in the field of corporate entrepreneurship. Entrepreneurship: Theory & Practice, 23(3), 11-27.
6. Tidd, J., & Barnes, S. (2000). Spin-in or spin-out? Corporate venturing in life sciences. International Journal of Entrepreneurship and Innovation, 1, 109-116.