Abstract
We analyse corporate venture capital (CVC) as a characteristic form of coopetition. In doing so, we apply the network perspective and examine the influence of three important network attributes - namely centrality, subgroups, and structural holes - on a coopetitor's innovativeness and subsequent financial performance. We test our hypotheses with the data from CVC investments of 162 corporations operating in a variety of industries over the course of six years. Our results show that a coopetitor's centrality in the respective CVC network positively affects corporate innovativeness, whereas belonging to a restricted subgroup suppresses innovativeness. In turn, innovativeness is positively related to subsequent financial performance. Thus, by strategically managing its position in a CVC network, coopetitors increase their own innovativeness that lead to superior financial outcomes.
Original language | English |
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Pages (from-to) | 58-80 |
Number of pages | 23 |
Journal | International Journal of Technology Management |
Volume | 71 |
Issue number | 1-2 |
DOIs | |
Publication status | Published - 1 Jan 2016 |
Externally published | Yes |
Keywords
- Centrality
- Coopetition
- Corporate innovativeness
- Corporate networks
- Corporate venture capital
- CVC
- Financial performance
- Structural holes
- Subgroups
ASJC Scopus subject areas
- Industrial relations
- Engineering(all)
- Computer Science Applications
- Strategy and Management
- Law