SCV in “interlinked-ambidextrous” units

Special "networked-ambidextrous" corporate venturing units address the challenge that only a few companies succeed in using corporate venturing for the strategic renewal of their competitive advantages. To investigate the process of "strategic corporate venturing," the study collects and analyzes qualitative data from selected units in 16 European companies. The resulting themes are mapped in a process model that includes strategic renewal tasks, mechanisms for linking to stakeholder management, process activities, organizational capabilities, ambidextrous behaviors, and organizational antecedents. The model's key findings provide valuable contributions, in particular a concretization of the strategic renewal task, the identification of strategic (portfolio) planning activities supported by "scoping" capabilities, the behaviors of procedural ambidexterity enabled by formal and informal linking mechanisms, and the combination of relevant organizational antecedents for the implementation of strategic corporate venturing.