Exploring disruptive technology: the structure and control of internal corporate ventures
International Journal of Organizational Analysis
ISSN: 1934-8835
Article publication date: 1 May 2006
Abstract
Purpose
The purpose of this article is to develop a conceptual model addressing how environmental uncertainty resulting from disruptive technology affects an internal corporate venture's organization.
Design/methodology/approach
Based upon a review of two complementary theoretical perspectives – resource dependence theory and institutional theory, propositions regarding internal and external linkages and the internal organizational governance mechanisms of organizational structure and strategic control systems of ICVs are developed.
Findings
Resource dependence theory and institutional theory are both necessary to explain the organizational issues resulting from the uncertainty surrounding disruptive technology. Research limitations/implications – A limitation is that this is a theoretical paper; empirical research is needed to test the theories presented in this paper.
Practical implications
To the extent that managers can be trained to recognize and understand the complexities of disruptive technology, their likelihood of appropriate organizational responses will be enhanced.
Originality/value
The paper presents a conceptual model of how to successfully manage an internal corporate venture in a disruptive technology environment.
Keywords
Citation
Callaway, S.K. and Hamilton, R.D. (2006), "Exploring disruptive technology: the structure and control of internal corporate ventures", International Journal of Organizational Analysis, Vol. 14 No. 2, pp. 87-106. https://doi.org/10.1108/10553180610742746
Publisher
:Emerald Group Publishing Limited
Copyright © 2006, Emerald Group Publishing Limited