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dc.rights.licenseAttribution 4.0 International*
dc.contributor.otherBorner, Kathrin
dc.contributor.otherDeken, Fleur
dc.contributor.otherBerends, Hans
dc.date.accessioned2024-06-20T08:56:16Z
dc.date.available2024-06-20T08:56:16Z
dc.date.issued2024
dc.identifier.urihttps://hdl.handle.net/20.500.11984/6542
dc.description.abstractThis empirical study offers insights into the struggles of new corporate ventures to make circularity goals work in practice. Over a period of five years, we followed a circular business model using ethnographic methods. We show how the corporate venture that was set up to drive circularity and data-drivenness drifts away from these espoused goals. Our study suggests that goal ambiguity creates freedom for corporate ventures to deviate from imposed goals such as circularity. The venture’s identity served as a main driver for the strategy drift.en
dc.language.isoengen
dc.publisherMondragon Unibertsitateaen
dc.rights© 2024 The Authorsen
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/*
dc.subjectfull papersen
dc.subjectTHEME 1: Exploring the system levelen
dc.titleCircular Transition through Corporate Ventures? Start-up Identity and Strategizing under Ambiguity.en
dcterms.accessRightshttp://purl.org/coar/access_right/c_abf2en
dcterms.source9th International Conference on New Business Models (NBM2024)en
local.description.peerreviewedtrueen
local.identifier.doihttps://doi.org/10.48764/GR86-5P34
oaire.format.mimetypeapplication/pdfen
oaire.file$DSPACE\assetstoreen
oaire.resourceTypehttp://purl.org/coar/resource_type/c_c94fen
oaire.versionhttp://purl.org/coar/version/c_970fb48d4fbd8a85en


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Attribution 4.0 International
Except where otherwise noted, this item's license is described as Attribution 4.0 International