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    Bringing It All Back Home: Corporate Venturing and Renewal Through Spin-ins
    (2018)
    Richard A. Hunt
    ;
    David M. Townsend
    ;
    Elham Asgari
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    LERNER, DANIEL ANDREW  
    <jats:p> More often than not, corporate acquisitions are expensive and difficult, especially those transacted for the purpose of advancing the aims of corporate entrepreneurship (CE). Motivated by frequent, high-cost failures, firms are experimenting with novel organizational structures and fresh approaches to acquisition-driven CE. In this study, we examine the effectiveness of corporate spin-ins—acquisitions in which the acquired company is founded by former employees of the acquiring firm—in resolving key challenges of CE-motivated acquisitions Using a matched pairwise dataset of spin-in and non-spin-in acquisitions, we discover that spin-ins generate superior outcomes, positioning them as a high-potential facet of CE portfolios. </jats:p>
      5Scopus© Citations 11
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    Do employees’ generational cohorts influence corporate venturing? A multilevel analysis
    (2019)
    GUERRERO CANO, MARIBEL  
    ;
    AMOROS ESPINOZA, JOSÉ ERNESTO  
    ;
    David Urbano
    <jats:title>Abstract</jats:title><jats:p>Organizations are facing an interesting phenomenon in the composition of their workforce: the concurrence of multiple age generations that demand suitable strategies regarding work design, job satisfaction, and incentives. Ongoing entrepreneurship and strategic management debates require a better understanding of the relationship between workplace generational cohorts’ configurations and organizational performance. We propose a conceptual model for understanding how a diversified workforce influences some determinants (i.e., employees’ human capital and attitudes, organizational climate, and environmental conditions) of entrepreneurial organizations’ outcomes (i.e., corporate venturing). Our framework offers insights into corporate venturing determinants for three generational cohorts: Baby Boomers, Generation X, and Generation Y. Using a sample of 20,256 employees across 28 countries, our findings lend support to the positive effect of individual and organizational determinants on corporate venturing, as well as how these effects are reinforced per generational cohort. Specifically, our results show that younger generations (millennials) have more propensity to be involved in corporate venturing activities. This study also contributes to thought-provoking implications for entrepreneurial organizational leaders who manage employees from different generations.</jats:p>
    Scopus© Citations 57  2
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      16Scopus© Citations 14