Profitable resource allocations are a key success determinant for the corporate innovation portfolio. Therefore, managers often need to reconfigure the corporate portfolio composition and withdraw projects from the portfolio in order to maximize its commercial prospects. Drawing on a resource-based perspective, this paper develops a model of managers’ project withdrawals from the corporate innovation portfolio based on the portfolio’s characteristics, the manager’s past project failure experience, and the firm’s growth rate.
Behrens, Judith; Lichtenthaler, Ulrich; and Patzelt, Holger
"WITHDRAWING A PROJECT FROM THE CORPORATE INNOVATION PORTFOLIO: PERSON, PORTFOLIO, AND FIRM LEVEL EFFECTS (SUMMARY),"
Frontiers of Entrepreneurship Research: Vol. 32
, Article 4.
Available at: http://digitalknowledge.babson.edu/fer/vol32/iss17/4