Internal corporate joint ventures: Development processes and performance outcomes
研究了内部公司合资企业这种结合股权参与和内部人员配置的新型管理创新，分析了53家此类企业的结构、发展过程和绩效。
Abstract Joint venture activity and internal corporate venturing represent two administrative innovations receiving increased attention in strategic management research. This study investigates a new hybrid form of administrative innovation: internal corporate joint ventures , which combine the equity involvement typically found in joint ventures with the internal staffing of a semiautonomous unit typical of internal corporate ventures. Drawing on both a process model and a variance model, the structuring, development and performance of 53 such ventures in an industry‐specific setting is examined.