Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/287866 
Year of Publication: 
2022
Citation: 
[Journal:] Business Strategy and the Environment [ISSN:] 1099-0836 [Volume:] 32 [Issue:] 2 [Publisher:] Wiley [Place:] Hoboken, NJ [Year:] 2022 [Pages:] 976-990
Publisher: 
Wiley, Hoboken, NJ
Abstract: 
To shed light on how incumbent firms implement sustainable corporate entrepreneurship (SCE) processes, this study investigates how organizations connect sustainability and venture departments. Based on qualitative interviews with 14 experts from 12 multinational corporations headquartered in Germany, we identified five maturity levels of SCE with increasing cross‐functional collaboration: Non‐Existent, Occasional, Expert, Collaboration, and Strategic Collaboration. Using secondary interview data from seven multinational companies headquartered outside Germany, we find initial support for these collaboration types in an international context. Results indicate that a company's general approach to innovation is associated with its SCE maturity level: companies with dedicated entrepreneurship units are more likely to have a higher level of SCE focus. Furthermore, the likelihood of working on radical innovations for sustainability seems to increase as soon as venture experts collaborate with sustainability managers, which, in turn, increases the chances of initiating sustainability transitions.
Subjects: 
corporate sustainability
corporate venture
cross‐functional collaboration
maturity model
sustainable corporate entrepreneurship
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article
Document Version: 
Published Version

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