The leadership-based nexus of ambidexterity’s antecedents in the spin-along approach

This paper is about building theory from a single case study for a practice phenomenon called spin-along, a combination of internal and external corporate venturing elements with the goal of supporting innovation activities of large corporations. The theory of ambidextrous organization, the resource-based and resource-dependence view as well as the role of senior management were identified as relevant concepts for the spin-along approach. Results from the case study conducted at a leading international laboratory and process technology provider reveal that there must be two merged perspectives, namely from the parent and from the spin-along, in order to achieve organizational ambidexterity and a higher overall strategic and financial performance.