The XXII International Conference on "Enterprise Engineering and Knowledge management" (EEKM '2019) took place from 2019 April 24 to 26 in the Plekhanov Russian University of Economics (Moscow). By tradition, the "Enterprise Engineering and Knowledge management" (EEKM) conference is planned as a multidisciplinary forum of researchers and practitioners from various domains, promoting cooperation and exchange of ideas in different areas. The objectives of the EEKM '2019 scientific conference were: analysis and development of promising approaches, methods and tools to improve the efficiency of enterprise digital transformation (based on modern Artificial Intelligence technologies), risk management, BPMS-based business process management tools, service-oriented architecture and knowledge management. The EEKM conference is more focused on specific models, technologies and their effectiveness, in addition to great attention to the correct interpretation of the concepts.
Institutional venture capitalists (IVCs) and corporate venture capitalists (CVCs) deploy analogous activities but adopt different approaches to financing innovation and value creation for venture-backed firms. Thus, this paper aims to investigate their potential ambidexterity as a result of knowledge management (KM) strategies and processes.
After a focused literature review showing evidence of KM behaviors as a source of potential ambidexterity for IVCs and CVCs, descriptive, inferential and discriminant analyses on the 15 most active IVCs and CVCs in the world in 2019 are presented. Correlations between numbers of deals, prevailing entrepreneurial intensity and potential ambidexterity are investigated.
Specific differences are analyzed from a KM perspective, revealing that the number/percentage of operations per round can result as a misleading criterion of knowledge accumulation. Finally, a theoretical model for ambidexterity for venture capitalists is developed.
The study shows that IVCs act with greater investment capacity because of their organizational structure and purpose and focus on financial goals; moreover, they are ambidextrous, although their exploration may more frequently entail exploitation than “real” exploration. CVCs tend to invest in sectors related to their core business, coherent with their strategic purpose and more oriented with KM strategies for accumulating intellectual capital.