<p><p>This Master’s thesis explores the importance of creating a new form of business model that incorporates a more substantial focus on innovation business strategy, geared towards the public transportation industry. It specifically explores how multinational companies (MNCs) in urban public transportation can use their internally developed technologies to enter new businesses beyond their current core. Due to the complexity of this topic, the thesis covers three major issues. First, it is important to determine the values that the technology offers to the new business and which strategy should be used to delivered these values. Second, it is necessary to create an appropriate business model to successfully commercialize the innovation. Third, it is essential to find suitable ways to integrate this business model into the company organizational structures. To provide new approaches and perspectives, this research project uses a single case study, a leading public transportation MNC and one of its innovative technologies to enter a new business. For confidentiality, names, empirical data, analysis and recommendations for the company have been excluded from this publication.</p><p>Findings reveal that Blue Ocean Strategy and its fundamental value innovation theory can be used in coordination with a traditional business model approach and corporate venturing theory to provide a more complete picture of the stages of business strategy in entering a new business in public transportation, with a more distinct focus on the innovation aspect. Given the findings, an MNCs should first determine the new value that their technology brings to various external stakeholders and find a way to communicate and market it in an untraditional way, focusing on emotional as well as functional appeal. MNCs should then consider various positions they can take in a new business, in determining the ideal commercialization strategy to pursue. MNCs should bear in mind that value is enhanced through collaborations both inside and outside the industry. This strategy can be chosen based on a variety of factors, such as monetary and strategic aims. Lastly, MNCs should consider how to enhance value through the appropriate organizational integration strategy for the new business. The proposed business model incorporates the interrelationship between the Blue Ocean theory, with business model and corporate venturing strategies, to create a business model approach that provides a better understanding of the decision-making processes, risks, and value, of an internally developed innovation, and the impact on an MNC’s core business.</p></p>

This Master’s thesis explores the importance of creating a new form of business model that incorporates a more substantial focus on innovation business strategy, geared towards the public transportation industry. It specifically explores how multinational companies (MNCs) in urban public transportation can use their internally developed technologies to enter new businesses beyond their current core. Due to the complexity of this topic, the thesis covers three major issues. First, it is important to determine the values that the technology offers to the new business and which strategy should be used to delivered these values. Second, it is necessary to create an appropriate business model to successfully commercialize the innovation. Third, it is essential to find suitable ways to integrate this business model into the company organizational structures. To provide new approaches and perspectives, this research project uses a single case study, a leading public transportation MNC and one of its innovative technologies to enter a new business. For confidentiality, names, empirical data, analysis and recommendations for the company have been excluded from this publication. Findings reveal that Blue Ocean Strategy and its fundamental value innovation theory can be used in coordination with a traditional business model approach and corporate venturing theory to provide a more complete picture of the stages of business strategy in entering a new business in public transportation, with a more distinct focus on the innovation aspect. Given the findings, an MNCs should first determine the new value that their technology brings to various external stakeholders and find a way to communicate and market it in an untraditional way, focusing on emotional as well as functional appeal. MNCs should then consider various positions they can take in a new business, in determining the ideal commercialization strategy to pursue. MNCs should bear in mind that value is enhanced through collaborations both inside and outside the industry. This strategy can be chosen based on a variety of factors, such as monetary and strategic aims. Lastly, MNCs should consider how to enhance value through the appropriate organizational integration strategy for the new business. The proposed business model incorporates the interrelationship between the Blue Ocean theory, with business model and corporate venturing strategies, to create a business model approach that provides a better understanding of the decision-making processes, risks, and value, of an internally developed innovation, and the impact on an MNC’s core business.

Submitted by Walter Rodrigues (rodrigueswalter@yahoo.com) on 2012-07-03T21:43:42Z No. of bitstreams: 1 Walter Rodrigues Desenho Mecanismos Inovacao Versao Final.pdf: 1606949 bytes, checksum: fbcbd16c8e9552341fbabfa0931acf7e (MD5) / Approved for entry into archive by Suzinei Teles Garcia Garcia (suzinei.garcia@fgv.br) on 2012-07-04T12:50:37Z (GMT) No. of bitstreams: 1 Walter Rodrigues Desenho Mecanismos Inovacao Versao Final.pdf: 1606949 bytes, checksum: fbcbd16c8e9552341fbabfa0931acf7e (MD5) / Made available in DSpace on 2012-07-04T12:53:36Z (GMT). No. of bitstreams: 1 Walter Rodrigues Desenho Mecanismos Inovacao Versao Final.pdf: 1606949 bytes, checksum: fbcbd16c8e9552341fbabfa0931acf7e (MD5) Previous issue date: 2012-06-05 / As empresas que optam pela inovação como estratégia de crescimento desenvolvem projetos para a exploração de oportunidades em novos produtos, serviços e mercados. Tais projetos lidam com situações de alta assimetria de informação e, consequentemente, riscos de conflitos de interesses entre agente e principal. Para viabilizar a alocação de recursos em tal situação, a gestão de projetos dentro das organizações busca minimizar os custos de agência atuando diretamente na causa raiz. Ao financiar o empreendedorismo, o venture capital (VC) e sua versão corporativa, o corporate venturing (CV), lida com a assimetria de informação de uma forma diferente. Ao invés de diminuí-la diretamente, os VCs e os CVs implementam mecanismos que os permitem explorar situações de alta assimetria de informação, e ao mesmo tempo, controlar os custos de agência decorrentes desta. Quando comparado às práticas de gestão de projetos nas organizações, as práticas de seleção, financiamento, contratos, organização e incentivos empregadas na gestão de projetos de VCs e CVs constituem um desenho de mecanismo mais eficiente para o desenvolvimento do empreendedorismo. Ainda que cada um desses cinco componentes do mecanismo empregado pelos VCs e CVs possa ser identificado na gestão de projetos corporativos, nas organizações pesquisadas, não foi possível identificar a integração desses componentes promovendo um mecanismo coeso. A prática de financiamento de projetos é a que apresentou a maior diferença. O entendimento de como as práticas de gestão de projetos podem ser configuradas num desenho de mecanismo que viabiliza o trato da assimetria de informação, ao mesmo tempo em que minimiza seus efeitos indesejáveis em termos de custos de agência, oferece às organizações uma forma gerenciável de promover um ambiente corporativo onde o empreendedorismo possa florescer. Condição necessária para inovações de maior impacto.

Embora as alianças estratégicas sejam uma das alternativas estratégicas conhecidas desde os anos 70, foi somente vinte anos depois que se iniciou uma rápida aceleração deste tipo de acordo de cooperação, seu escopo e sua coexistência com outras relações organizacionais (HARBISON e PEKAR, 1998). Atualmente, à medida que a complexidade dos projetos aumenta e os prazos de desenvolvimentos de novos produtos e serviços diminuem, as empresas não detém isoladamente as competências necessárias para sua sobrevivência e crescimento. Assim, as empresas são impelidas a buscarem cooperação externa em uma intensidade crescente, com outras empresas, universidades e outros agentes externos, com os objetivos de compartilhamento dos investimentos e riscos, redução dos prazos de desenvolvimento e o acesso a recursos e competências não disponíveis internamente, conforme sugere o novo paradigma da Inovação Aberta. Apesar da relativamente abrangente literatura sobre o tema de alianças tecnológicas, o estado do conhecimento nessa área pode ser considerado ainda incipiente e com poucos estudos que tratem mais especificamente de uma etapa crucial do processo, a seleção do parceiro. Mais que isso, estes poucos estudos existentes, além de não se ocuparem da segmentação mais detalhada dos diferentes tipos de parceiros, ainda tratam do fenômeno somente segundo o nível da empresa, e não segundo o nível do projeto. Esses aspectos são considerados as lacunas teóricas a serem investigadas no presente estudo. Desta forma, o estudo investiga a etapa de seleção do parceiro em projetos de alianças tecnológicas bilaterais sem participação acionária, do ponto de vista da empresa-mãe, levando em conta diversos fatores, tais como o tipo de recursos procurados, os resultados esperados, o tipo de competências procuradas, a duração do projeto, os riscos envolvidos, a experiência prévia em alianças, a confiança entre os parceiros, o nível de convergência de expectativas e o nível de similaridade organizacional, a depender do tipo de parceiro e tipo de projeto. Os dados empíricos advêm de duas etapas sucessivas, uma qualitativa e a outra quantitativa. Na etapa qualitativa é conduzido um estudo de casos na maior empresa petroquímica brasileira, no qual se analisa em profundidade vinte projetos em alianças desenvolvidos com diferentes tipos de parceiros concorrentes, clientes, fornecedores, universidades e institutos tecnológicos, em diferentes tipos de projetos incrementais, plataformas, radicais e de ciência básica. Adotando-se as teorias baseada em recursos (resource based view) e baseada em conhecimento (knowledge based view), em conjunto com os dados empíricos provenientes do estudo de casos, identificaram-se domínios específicos para os tipos de alianças, distribuídos no contínuo explotação - exploração. Estas evidências preliminares permitiram a construção de um conjunto de hipóteses que foram testadas na etapa quantitativa, conduzida junto ao setor químico brasileiro. Os resultados desta etapa apontam um conjunto detalhado de relações, determinando os fatores que mais contribuem em cada situação e o ranking desta contribuição dependendo do tipo de parceiro e tipo de projeto. O presente estudo objetiva trazer reflexões nesse importante campo do conhecimento, bem como contribuições teóricas e práticas, de forma a estabelecer relações que possam levar ao melhor entendimento dos fatores contribuintes da seleção de parceiros em alianças tecnológicas. / Although the strategic alliances are one of the strategic alternatives known since the 1970s, it was only twenty years later that finally started the rapid growth of this kind of cooperation, its scope and its coexistence with other organizational forms (HARBISO8 and PEKAR, 1998). At the present time, as projects complexity increases and products and services development term reduces, companies do not detain by themselves all the necessary competences for their survival and growth. Thus, companies nowadays are required to build more extensively external cooperation agreements with other companies, universities and external agents, aiming for: (i) sharing investments and risks; (ii) accelerating project developments, and (iii) accessing resources and competences not available internally, as suggested by the Open Innovation paradigm. Despite the relatively wide literature concerning strategic alliances, structured knowledge in this area can be considered incipient and it encompasses only few studies dealing with one crucial step of the process, the partner selection. Moreover, besides the fact that these few studies do not address a detailed breakdown structure regarding different typologies of partners, they only investigate the phenomena through the firm level perspective instead of the project level perspective. These aspects are considered the main theoretical gaps to be filled in the present study. Thus, this study addresses partner selection stage in non-equity bilateral technological alliances projects, from the point of view of the parent company, taking into account several factors, such as the kind of resources searched, the expected results, the kind of competences searched, the level of projects investments, the time for completion, the risks involved, the previous experience in alliances, the trust between partners, the convergence level of expected objectives and the level of organizational cultural similarities, depending on the type of the partner and the type of projects. The empirical data come from two successive stages, a qualitative and other quantitative. In the qualitative stage, it was carried out one case study in the biggest Brazilian petrochemical company, where were analyzed in-depth twenty alliances projects performed with different types of partners competitors, customers, suppliers, universities and technological institutes, and different types of projects incremental (derivative), platforms, breakthrough (radical) and basic science. Based on the resource based view and the knowledge based view theories, jointly with the empirical data that have emerged from the case studies, it was possible to identify certain specific domains for the types of alliances, along the exploitationexploration continuum. These preliminary evidences have enabled the building of several hypotheses that were tested in the quantitative research performed within the Brazilian chemical sector. The quantitative study points out one wide array of relations, determining the more contributing selection factors in each situation, and the ranking of this contribution regarding the type of partner and type of project. The study aims to bring reflections, theoretical and practical contributions on this relevant subject, in order to establish basic relationships that could lead to a better understanding of the contributing factors for selecting partners in technological alliances.

Tidigare forskning har visat att det finns ett stort intresse bland unga i Sverige att starta företag. Det har också uppenbarats att det finns brister i ungas kunskaper om företagande och entreprenörskap, och de vet inte heller hur de skall gå tillväga för få den kunskapen. De faktorerna påverkar ungas företagande negativt och hämmar dem i deras önskan om egenföretagande. Syftet med denna uppsats är att undersöka vilka specifika faktorer som hindrar unga från att starta företag, det vill säga vilka osäkerheter de upplever i den industriella omgivningen och hur de kan hanteras. I ett försök att finna metoder som hjälper unga att hantera de osäkerheter som upplevs har jag undersökt hur klusterteorin kan underlätta företagandet. Klusterteorin skapades av Michael Porter i slutet av nittonhundratalet och visar på hur företag kan erhålla konkurrensfördelar genom att samlas i industriella kluster. Till det empiriska materialet har jag använt mig av sekundärdata i form av en undersökning utförd av Nutek 2008. Jag har också genomfört en fallstudie med tre företag som opererar i klustret Textil- och Modefabriken.I analysen har jag kunnat identifiera att de osäkerheter som unga upplever är finansiella; hur verksamheten skall finansieras, operationella; hur effektivt företaget kan drivas, samt konkurrensmässiga; om förmågan att konkurrera med andra. Med hjälp av kluster kan de osäkerheterna hanteras då kluster gör unga till bättre företagare med större kunskap om branschen, minskar deras ekonomiska otrygghet och bidrar med en social miljö som främjar deras innovation och ökar den teknologiska utvecklingen.Previous research has shown that there is a great interest among young people in Sweden to start a business. It has also become apparent that there are gaps in young people’s knowledge about business venturing and entrepreneurship, as well as their ability to obtain that knowledge. These factors affect entrepreneurship among young people negatively and it inhibits them in their desire to start at business. The purpose of this paper is to examine the specific factors that prevent young people from starting a business, that is, the uncertainties they experience in the industrial environment and how they can be managed. In an attempt to find methods that can be used to help young people manage the perceived uncertainties I have researched how cluster theory can facilitate entrepreneurship. Cluster theory was created by Michael Porter in the late twentieth century as way to show how businesses can achieve a competitive advantage by congregating in industrial clusters. For my empirical material I have used secondary data in the form of a survey carried out by Nutek in 2008. I have also done a case study with three companies that operate in a cluster called Textil- och Modefabriken.I have identified that the nature of the uncertainties perceived by young people are financial; how the business will be financed, operational; how effectively they will be able to run the business, and competitive; the ability to compete with others. Through the use of clusters these uncertainties can be managed as clusters can turn the young people into better entrepreneurs with a greater knowledge of the industry, as well as reduce their financial insecurities and provide them with a social construct that increase innovation and technological advancements. / Program: Textilekonomutbildningen

Embora as alianças estratégicas sejam uma das alternativas estratégicas conhecidas desde os anos 70, foi somente vinte anos depois que se iniciou uma rápida aceleração deste tipo de acordo de cooperação, seu escopo e sua coexistência com outras relações organizacionais (HARBISON e PEKAR, 1998). Atualmente, à medida que a complexidade dos projetos aumenta e os prazos de desenvolvimentos de novos produtos e serviços diminuem, as empresas não detém isoladamente as competências necessárias para sua sobrevivência e crescimento. Assim, as empresas são impelidas a buscarem cooperação externa em uma intensidade crescente, com outras empresas, universidades e outros agentes externos, com os objetivos de compartilhamento dos investimentos e riscos, redução dos prazos de desenvolvimento e o acesso a recursos e competências não disponíveis internamente, conforme sugere o novo paradigma da Inovação Aberta. Apesar da relativamente abrangente literatura sobre o tema de alianças tecnológicas, o estado do conhecimento nessa área pode ser considerado ainda incipiente e com poucos estudos que tratem mais especificamente de uma etapa crucial do processo, a seleção do parceiro. Mais que isso, estes poucos estudos existentes, além de não se ocuparem da segmentação mais detalhada dos diferentes tipos de parceiros, ainda tratam do fenômeno somente segundo o nível da empresa, e não segundo o nível do projeto. Esses aspectos são considerados as lacunas teóricas a serem investigadas no presente estudo. Desta forma, o estudo investiga a etapa de seleção do parceiro em projetos de alianças tecnológicas bilaterais sem participação acionária, do ponto de vista da empresa-mãe, levando em conta diversos fatores, tais como o tipo de recursos procurados, os resultados esperados, o tipo de competências procuradas, a duração do projeto, os riscos envolvidos, a experiência prévia em alianças, a confiança entre os parceiros, o nível de convergência de expectativas e o nível de similaridade organizacional, a depender do tipo de parceiro e tipo de projeto. Os dados empíricos advêm de duas etapas sucessivas, uma qualitativa e a outra quantitativa. Na etapa qualitativa é conduzido um estudo de casos na maior empresa petroquímica brasileira, no qual se analisa em profundidade vinte projetos em alianças desenvolvidos com diferentes tipos de parceiros concorrentes, clientes, fornecedores, universidades e institutos tecnológicos, em diferentes tipos de projetos incrementais, plataformas, radicais e de ciência básica. Adotando-se as teorias baseada em recursos (resource based view) e baseada em conhecimento (knowledge based view), em conjunto com os dados empíricos provenientes do estudo de casos, identificaram-se domínios específicos para os tipos de alianças, distribuídos no contínuo explotação - exploração. Estas evidências preliminares permitiram a construção de um conjunto de hipóteses que foram testadas na etapa quantitativa, conduzida junto ao setor químico brasileiro. Os resultados desta etapa apontam um conjunto detalhado de relações, determinando os fatores que mais contribuem em cada situação e o ranking desta contribuição dependendo do tipo de parceiro e tipo de projeto. O presente estudo objetiva trazer reflexões nesse importante campo do conhecimento, bem como contribuições teóricas e práticas, de forma a estabelecer relações que possam levar ao melhor entendimento dos fatores contribuintes da seleção de parceiros em alianças tecnológicas. / Although the strategic alliances are one of the strategic alternatives known since the 1970s, it was only twenty years later that finally started the rapid growth of this kind of cooperation, its scope and its coexistence with other organizational forms (HARBISO8 and PEKAR, 1998). At the present time, as projects complexity increases and products and services development term reduces, companies do not detain by themselves all the necessary competences for their survival and growth. Thus, companies nowadays are required to build more extensively external cooperation agreements with other companies, universities and external agents, aiming for: (i) sharing investments and risks; (ii) accelerating project developments, and (iii) accessing resources and competences not available internally, as suggested by the Open Innovation paradigm. Despite the relatively wide literature concerning strategic alliances, structured knowledge in this area can be considered incipient and it encompasses only few studies dealing with one crucial step of the process, the partner selection. Moreover, besides the fact that these few studies do not address a detailed breakdown structure regarding different typologies of partners, they only investigate the phenomena through the firm level perspective instead of the project level perspective. These aspects are considered the main theoretical gaps to be filled in the present study. Thus, this study addresses partner selection stage in non-equity bilateral technological alliances projects, from the point of view of the parent company, taking into account several factors, such as the kind of resources searched, the expected results, the kind of competences searched, the level of projects investments, the time for completion, the risks involved, the previous experience in alliances, the trust between partners, the convergence level of expected objectives and the level of organizational cultural similarities, depending on the type of the partner and the type of projects. The empirical data come from two successive stages, a qualitative and other quantitative. In the qualitative stage, it was carried out one case study in the biggest Brazilian petrochemical company, where were analyzed in-depth twenty alliances projects performed with different types of partners competitors, customers, suppliers, universities and technological institutes, and different types of projects incremental (derivative), platforms, breakthrough (radical) and basic science. Based on the resource based view and the knowledge based view theories, jointly with the empirical data that have emerged from the case studies, it was possible to identify certain specific domains for the types of alliances, along the exploitationexploration continuum. These preliminary evidences have enabled the building of several hypotheses that were tested in the quantitative research performed within the Brazilian chemical sector. The quantitative study points out one wide array of relations, determining the more contributing selection factors in each situation, and the ranking of this contribution regarding the type of partner and type of project. The study aims to bring reflections, theoretical and practical contributions on this relevant subject, in order to establish basic relationships that could lead to a better understanding of the contributing factors for selecting partners in technological alliances.

Submitted by Ricardo Kahn (ricardok@gmail.com) on 2012-03-21T01:53:36Z No. of bitstreams: 1 Kahn, Ricardo - Fatores antecedentes na geração de novos negócios.pdf: 2661974 bytes, checksum: 326061393b99536421c2404ef543ff7e (MD5) / Approved for entry into archive by Gisele Isaura Hannickel (gisele.hannickel@fgv.br) on 2012-03-21T13:11:04Z (GMT) No. of bitstreams: 1 Kahn, Ricardo - Fatores antecedentes na geração de novos negócios.pdf: 2661974 bytes, checksum: 326061393b99536421c2404ef543ff7e (MD5) / Made available in DSpace on 2012-03-21T13:14:12Z (GMT). No. of bitstreams: 1 Kahn, Ricardo - Fatores antecedentes na geração de novos negócios.pdf: 2661974 bytes, checksum: 326061393b99536421c2404ef543ff7e (MD5) Previous issue date: 2012-02-29 / This paper examines the efforts oriented to the internal generation of new businesses in Brazilian subsidiaries of multinational corporations. In order to reach that, it uses an exploratory research, in form of a multiple case study, carried out with four projects, in three different companies. The research adds empirical evidences, which could be later used by the academy on the development of theories, or by practitioners, as references to best practices. The analysis of the cases is based on the literature produced around the concept of corporate venturing, pointed out as one of the expressions of the corporate entrepreneurship. The study identifies considerable differences in the approach of the analyzed companies. It depicts cases of organizational separation between the venturing unit to the traditional business, and others, where it finds traces of organizational ambidexterity. It notes the existence of structured processes, encompassing stages as ideas prospection and incubation, besides other simplified ones, developed ad- hoc for specific projects. Additionally, the study points out indications of strategic logics oriented both for the exploration and the exploitation. Finally, it presents some particularities detected as consequences of the development being held in the Brazilian environment. / O presente trabalho investiga os esforços orientados à geração interna de novos negócios em subsidiárias de empresas multinacionais atuantes no Brasil. Para tanto, realiza uma pesquisa exploratória, na forma de um estudo de casos múltiplos, com quatro projetos de três diferentes empresas. A pesquisa agrega evidências empíricas que poderão ser utilizadas posteriormente pela academia no desenvolvimento de teorias, ou também nas empresas, através da referência de práticas já experimentadas. Os casos são analisados com base nos conceitos da literatura produzida em torno do conceito de corporate venturing, tido como uma das manifestações do empreendedorismo corporativo. O estudo observa, entre as empresas analisadas, consideráveis diferenças em suas abordagens. Verifica, em termos de organização, desde a ausência de separação das funções de desenvolvimento de novos negócios para o negócio tradicional, até indícios de ambidestria organizacional. Constata a existência de processos estruturados, que incluem fases como a prospecção de iniciativas e a incubação, em contraste com outros mais simplificados, desenvolvidos ad-hoc para a condução de projetos específicos. Identifica manifestações de lógicas estratégicas orientadas tanto ao exploration como ao exploitation. Por fim, aponta algumas das particularidades observadas pelo fato do desenvolvimento ter sido realizado em ambiente brasileiro.

This publication-based dissertation examines (corporate) venturing and business model innovation intending to derive implications for entrepreneurial management in firms. To achieve this, four self-contained research papers have been developed which are the core of this dissertation. The first section serves as a general introduction, outlines the motivation for each of the research topics, and presents a summary of the research papers and their publication status. The first research paper (Section 2) is a systematic literature review that summarizes and structures three decades of research on the field of success measurement of corporate venturing activities. It identifies three structural dimensions which allow the creation of nine meaning clusters by which the existing measurement approaches can be grouped and compared. Additionally, the review reveals the heterogeneity of these approaches and the unique measurement items which they include. The third section is an empirical study on new venture creation activities in the early stage, based on 112 interviews with novice and experienced entrepreneurs. It defines three dimensions of entrepreneurial activity, namely, Entrepreneurial Alignment, Resource Enhancement, and Value Generation, and finds 67 actions, which differ across these groups in type and sequence. Section four is a single case study in business model innovation that investigates the recent rebranding of “Facebook” to “Meta”. It finds that, despite the strong communication efforts and the resulting internal and external signaling effects, this change does not correspond to a radical business innovation pattern. The fourth research study (Section 5) is a conceptual study that develops an integrated framework for business model innovation in service industries, based on research on the tourism industry. It highlights the limitations of siloed approaches under the influence of internal and external challenges such as industry dynamics and resource constraints. Section six summarizes the dissertation, highlighting the overall contributions for research and practice, and discusses the limitations and directions for future research.

The publication-based dissertation investigates how to leverage corporate venturing units for the continuous stra- tegic renewal of established companies. It includes four self-contained research papers, from which three are de- veloped for publication in peer-reviewed academic journals, and one for publication as an academic teaching case study. The first paper uses the methodology of a systematic literature review to integrate different research streams of organizational ambidexterity, dynamic capabilities, and corporate venturing. As a result, it provides an inte- grated framework and identifies interlinked-ambidextrous corporate venturing units as a promising research av- enue for strategic corporate venturing. The second paper applies a multiple-case study approach to differentiate contemporary corporate venturing units from a strategic renewal perspective. As a result, it can provide a novel typology and suggest a first organizational framework for strategic corporate venturing. The third paper investi- gates the identified interlinked-ambidextrous corporate venturing units deeper through additional qualitative data collection and analysis. This results in a proposed organizational model of strategic corporate venturing with spe- cific organizational antecedents alongside process activities, dynamic capabilities and organizational interlinks as possible enablers, and ambidextrous orientation as a possible mediator to develop organizationally consequential new business. The fourth paper helps to apply these findings by describing the strategic renewal challenge of the digital scale-up Freeletics and leading through the organizational set-up of a suitable strategic corporate venturing project in the teaching note. To integrate all papers within one dissertation, they are framed with an introductory and concluding section. The introduction describes the overall need and motivation for the research and intro- duces the key theoretical concepts as well as the four research papers and their publication status. The concluding section provides theoretical and practical implications, as well as limitations and future research opportunities across all included papers. Altogether, the dissertation enhances existing corporate venturing theory to better lev- erage the concept for strategic renewal and provides new insights into the establishing and application of dynamic capabilities and organizational ambidexterity in dedicated corporate venturing units.

During the 20th century, Large Scale Companies (LSCs) mindset was all about minimizing risks and maximizing profits. On top of this, they were heavily relying on intellectual property – culture of secret – and they were shaped to exploit rather than to explore. In this context, open innovation brought a completely new approach. As part of the changing landscape, trends of corporate venturing appeared about five years ago. Among LSCs which have chosen to get on the train of innovation, different strategies have been adopted from one company to another. Only today are people witnessing corporate venturing getting more structured. Yet, LSCs have not focused enough just yet on the development of venture structures with external startups. It is essential to understand how to make incubation and acceleration of external startups successful within LSCs. This study adopts LSCs’ perspective and aims at providing them with the best practices that currently exist in the innovation ecosystem in terms of corporate venturing. In particular, this study focuses on how Large Scale Companies (LSCs) can take advantage of external startups through a corporate incubator and/or corporate accelerator in order to become more innovative. The study suggests the venturing process should be divided into three main stages: the identification of the appropriate venture structure and of the right startups, the follow-up of the integrated startups of the corporate venture structure and finally the exit strategy. Building upon the business model canvas and customer value proposition theories, the suggestion is made for LSCs to step backwards and reflect thoroughly about the corporate venture strategy they want to adopt. LSCs should be aware that they evolve as part of a complex venturing ecosystem, and that each tool, rather than being isolated, should embrace and collaborate with the multitude of existing structures. / Under de 20 århundradena var Large Scale Companies (LSCs) tankegangen allt om minimering av risker och maximesring av överskott. Utöver detta var de starkt beroende av immateriella rättigheter - hemlighetskulturen - och de var formade att utnyttja snarare än att utforska. I det här sammanhanget kom öppen innovation till ett helt nytt tillvägagångssätt. Som ett led i det förändrade landskapet uppträdde trenderna för företagsvågningar för ungefär fem år sedan. Blandt LSCs, som har valt att få på toget eller innovation, olika strategier har beslutats från ett företag till ett annat. Endast idag är människors vittnesbörd om företagsvågar att bli mer strukturerad. Ändå har LSCs inte fokuserat tillräckligt på utvecklingen av venturestrukturer med externa startups. Det är viktigt att förstå hur man gör inkubation och acceleration av externa startups framgångsrika inom LSCs. Denna studie antar LSCs perspektiv och syftar till att ge dem de bästa praxis som för närvarande finns i innovationsekosystemet när det gäller företagsledning. I synnerhet fokuserar den här studien på hur Large Scale Companies (LSC) kan dra nytta av externa uppstart genom en företags inkubator och / eller företagsaccelerator för att bli mer innovativ. De studier som antyder vid venturingprocessen bör delas in tre huvudfaser: Identifiering av den aktuella riskstrukturen och rätt uppstart, uppföljning av den integrerade uppstarten av den organisationsstruktur och slutgiltigt slutstrategi. Med utgångspunkt i affärsmodellens kanfas och kundvärdes propositionsteorier, görs förslaget att LSCs ska gå bakåt och reflektera noggrant på företagsledningsstrategin som de vill anta. LSCs borde vara medvetna om att de utvecklas som en del av ett komplext venturerande ekosystem, och att varje verktyg, istället för att isoleras, ska omfamna och samarbeta med de många befintliga strukturerna.