EXPLORING INTERNAL CORPORATE VENTURING IN SMEs: EFFECTUATION AT WORK IN A NEW CONTEXT

This exploratory study investigates how small- and medium-sized enterprises (SMEs) may engage in business development through internal corporate venturing (ICV). We show, based upon three case studies, how ICV in SMEs may be organised in a predominantly improvised manner wherein unforeseen new business opportunities are created in an emergent and iterative trial-and-error process without predetermined goals and without pre-planned strategies. This is a process, we argue, that resembles predominantly effectuation logic. The study contributes to the stream of extant ICV literature by focusing on how SMEs engage in ICV. Moreover, the study contributes to the development of effectuation theory by demonstrating that effectuation logic makes sense, not only in its original venture creation context as suggested by Sarasvathy, but also with regard to how established SMEs infuse more innovative thinking through improvised ICV activities. Findings illustrate that, overall, SMEs act more effectual than causational; and also more than parts of the ICV literature suggest. However, looking at SMEs' ICV activities over several years, it becomes apparent that effectual logics are combined with more causational, pre-planned strategic behaviour.