Adapting for innovation: including divestitures in the debate

  • Existing literature argues that divested units are unwanted and poor performers – yet evidence suggests that companies do divest well performing units, and often retain a relationship with them, especially in the quest for innovation. This article presents an exploratory case study to examine how a company structures the divestiture of an innovative unit and how it can benefit from the innovation the unit generates. The analysis focuses on how an established company can use divestiture as a strategy to enhance the innovation of its units, and capture its value, by structuring, maintaining and nurturing a special relationship with the unbundled unit. Under new organizational arrangement, resources can be transferred from the parent to the unit, while the parent retains access to the innovation developed within the unit. This study proposes a framework that offers corporate change agents and strategists a new perspective on how to integrate innovation and corporate strategy.

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Metadaten
Document Type:Article
Language:English
Author(s):Caterina Moschieri, Johanna MairORCiD
Parent Title (English):Long Range Planning
ISSN:0024-6301
Publication year:2011
First Page:4
Last Page:25
Release Date:2016/01/22
Tag:case studies; companies; corporate strategy; divestment; innovation
Volume:44
Issue:1
Licence of document (German):Metadaten / metadata
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