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Bringing It All Back Home: Corporate Venturing and Renewal Through Spin-ins

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dc.contributor.author Hunt, Richard A.
dc.contributor.author Townsend, David M.
dc.contributor.author Asgari, Elham
dc.contributor.author Lerner, Daniel A.
dc.date.accessioned 2020-09-23T14:07:00Z
dc.date.available 2020-09-23T14:07:00Z
dc.date.issued 2019
dc.identifier.citation Entrepreneurship Theory and Practice 2019, Vol. 43(6) 1166–1193 es
dc.identifier.uri https://doi.org/10.1177/1042258718778547 es
dc.identifier.uri http://hdl.handle.net/11447/3446
dc.description.abstract 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. es
dc.format.extent 28 p. es
dc.language.iso en es
dc.subject Corporate entrepreneurship es
dc.subject Corporate venturing es
dc.subject Spin-ins es
dc.subject Acquisitions es
dc.subject M&A es
dc.title Bringing It All Back Home: Corporate Venturing and Renewal Through Spin-ins es
dc.type Article es


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