Corporate venturing for organizational-ambidexterity

In times of a changing business environment, companies must constantly renew their competitive advantage by building dynamic capabilities. While they often try to do this within the framework of corporate venturing activities, they face the challenge of simultaneously exploring new and existing business opportunities. To support companies in mastering this balancing act of "organizational ambidexterity", the study identifies four different forms of corporate venturing in an integrated framework based on the ability and approach to enabling organizational ambidexterity. The synthesis of the studies examined in the proposed framework allows a distinction to be made between non-directly ambidextrous, separated or integrated corporate venturing and directly ambidextrous, contextual or networked corporate venturing.