Intel’s approach would make little sense in a barren knowledge landscape,
because the company’s primary emphasis is on accessing and leveraging
external knowledge. The internal knowledge-generation activities
at Intel wrap around the externally available knowledge, rather than trying
to compete with or ignoring it. Intel’s corporate VC investing also acknowledges
the potential latent in the myriad start-up ventures that arise in
numerous areas of strategic interest to Intel. The choices made by these
start-up firms’ such as which technology platforms to support and which
markets to target can influence the success of Intel’s own ecosystem.