Breaking Down The Decision To Externalise New Corporate Ventures

Companies are faced with the problem of balancing autonomy and control of new corporate ventures created within the organisation. Utilising both transaction-cost and resource-based theories, we analyse what issues drive managers when making the decision of internalising or spinning off a Corporate Venturing (CV). Our results indicate that the primary drivers of such strategic decisions are near-term profitability, the risks involved and synergies with the firm. Our results indicate that rather than the potential of the venture in itself, the main driver of decisions are the potentials benefits and/or damage that CV could cause to the parent firm.