2026-04-08T17:55:11Zhttps://ebiltegia.mondragon.edu/oai/request

oai:ebiltegia.mondragon.edu:20.500.11984/65422024-06-21T08:25:32Zcom_20.500.11984_6401com_20.500.11984_6078col_20.500.11984_6405

00925njm 22002777a 4500 dc 2024 This 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. https://hdl.handle.net/20.500.11984/6542 full papers THEME 1: Exploring the system level Circular Transition through Corporate Ventures? Start-up Identity and Strategizing under Ambiguity.