Vanhaverbeke, Wim5; Li-Ying, Jason1; van de Vrande, Vareska6
1 Department of Management Engineering, Technical University of Denmark2 Technology and Innovation Management, Department of Management Engineering, Technical University of Denmark3 Hasselt University4 Erasmus University Rotterdam5 Hasselt University6 Erasmus University Rotterdam
We refine the concept of boundary-spanning exploration, by making a distinction between explorative learning from partners and from non-partners (Partners are organizations with whom a focal firm has some kind of external venturing relations, i.e. technological alliances, corporate venturing capital, or M&As). These partners play a dual role: in explorative learning from partners, a firm teams up with external venturing partners to co-develop or transfer technology. Partners’ technology base (what they know) is driving explorative learning from partners. In contrast, in explorative learning from non-partners, partners may play a role because of whom they know. That is, they inform the firm about technological opportunities beyond its corporate venturing network. The empirical analysis supports the dual role of venturing partners in facilitating the two types of explorative learning.
Proceeding of the 2nd Global Innovation and Knowledge Academy Annual Conference, 2013
Exploration; External venturing; Technology
Main Research Area:
2nd Global Innovation and Knowledge Academy Annual Conference, 2013