We propose a conceptual framework that decomposes the overall acquisition integration process into four sequential and co-evolving processes: (i) formulating the integration logic and performance goals, (ii) establishing the integration planning approach, (iii) executing operational integration,...

Thirty years of systematic study reveal that many major corporations experience a strange cyclicality in their internal corporate venturing (ICV) activity: Periods of intense activity are followed by periods of shutting down such activities only to be followed by a new cycle a few years later....

Combining longitudinal field research and executive experience, we propose that corporate longevity depends on matching cycles of autonomous and induced strategy processes to different forms of strategic dynamics, and that the role of alert strategic leadership is to appropriately balance the...

Typescript (photocopy)

This paper discusses the phenomenon of "built to become:" an open-ended ongoing process for which there is no grand ex ante plan possible and which unfolds through a series of transformations in the course of the strategic evolution of long-lived companies. It develops a "strategic leadership"...