Ambidextrous Corporate Venturing - A Theoretical Approach to Resolving the Innovator’s Dilemma

This study applies the theory of ambidextrous organizations to corporate venturing, thereby introducing a novel perspective on the matter of corporate innovation – one that regards venturing not only as a tool for innovation and exploration but also for exploitation. To achieve this end, the study develops a new model called “Ambidextrous Corporate Venturing”.In addition, this study explores the application of the ‘Spin-Along Approach’ as a practical phenomenon that combines the activities of internal and external venturing (Rohrbeck et al. 2007, 2009) into a new type of venturing. It combines the idea of spinning in and out at the same time in order to combine the advantages associated with a large corporation with those of a small start-up firm to create the ‘best of both worlds’. I suggest that within this new type of venturing lies the possibility of fostering short-term efficiency and long-term adaptability and, thus, of resolving the ‘Innovator’s Dilemma’. In other words, the Spin-Along Approach appears to be a practical method to achieving ambidexterity.In sum, this study explores two essential and testable propositions for further studies on this topic: first, that the most effective way to realize long-term success, especially in dynamic environments, is a new form of corporate venturing that I call ‘Ambidextrous Corporate Venturing’ (ACV-model); second, that the best way of realizing this new form of venturing in practice is the ‘Spin-Along Approach’. The main aim of this study is the conceptualization of the topic and preparation of a theoretical background for further empirical research in the second study.