Managing the new venture division: Research findings and implications for strategic management
研究了新创事业部（NVD）作为促进公司创业的组织创新，分析了其与公司其他部门在管理流程、战略制定和参与者导向上的系统性差异，指出高层管理者需将其视为一种模糊性设计，并采取行动提供合适的结构背景和战略背景。
Abstract The New Venture Division (NVD), an important organizational innovation to facilitate corporate entrepreneurship, so far has been used with mixed success. Systematic differences in terms of administrative processes, strategy‐making and participants' orientation create problems in the interfaces between the NVD and the rest of the corporation. Top management should realize that the NVD is a design for ambiguity. It should take steps to provide an adequate structural context for new venture activities, and to create a process for determining the strategic context of such activities in the corporation.