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What is it about?

Internal corporate venturing is a key approach for organisations to realise their financial and strategic goals through entrepreneurial ventures. This is a process driven by people, but little is known about the experiences of managers undertaking these initiatives. In this paper a new framework is provided to explain how managers make sense of the conflicting relationship pressures they face when involved in developing and supporting internal corporate ventures. Using a novel methodology, the paper shows how managers perceive their projects as contingent on a dependent trust relationship formed between insider supporters in the face of perceived external challenges. It further shows how these perceptions are shaped by managers's ways of talking about the issues they face through multiple interpretive repertoires and how these are used to frame their corporate venturing practice, while positioning their strategies.

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This page is a summary of: Internal corporate venturing: riding the relational rollercoaster through sensemaking and sensegiving reconfiguration, International Journal of Entrepreneurial Behaviour & Research, November 2024, Emerald,
DOI: 10.1108/ijebr-02-2023-0184.
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