Abstract
We empirically analyze the parenting advantage concept’s relevance for corporate strategy, identify different types of parenting approaches, and investigate the actual application of parenting advantage in corporate portfolio management. We find that parenting advantage is considered highly relevant for corporate strategy and portfolio management; that there are distinct types of parenting approaches in corporate practice; that portfolio structure and cultural differences strongly affect a company’s choice of parenting approach; and that the main deterrent to more effectively applying the parenting advantage concept for corporate-level management is a lack of operationalization that specifies sources of parenting advantage, and which evaluates the effectiveness of different parenting approaches.
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