Configurations for corporate venture innovation: Investigating the role of the dominant coalition
基于43家企业风险投资的62次访谈，用定性比较分析识别出四种驱动创新的配置，并揭示主导联盟在其中扮演的四种角色，帮助理解企业风险投资如何实现创新。
Organizations often create new businesses, so-called corporate ventures (CVs), with the purpose of fostering innovation. However, not all venture initiatives turn out to be innovative. Prior research in particular refers to the ambivalent role of the parent firm's dominant coalition in fostering or hindering innovation in CVs. Using a configurational (fsQCA) approach, we investigate the interplay of five key conditions at the parent firm, the parent firm-venture intersection, and venture levels that potentially drive CV innovation. Building on 62 interviews from 43 corporate ventures, we identify four equifinal configurations and outline four roles that the dominant coalition plays in creating CV innovation. This study contributes to the understanding of which CV configurations drive innovation, extends the role of the dominant coalition in corporate venturing, and shows how dominant coalition involvement can replace autonomy as a driver of innovation.