Abstract
The purpose of this study is to understand the competing logics at work in an internal corporate venture (ICV) structure focused on the new product development process (NPD). Through an ethnographic approach, we explore how one large corporation launched an ICV with a unique structure and innovation processes in the form of a corporate makerspace. We analyze the competing logics of ICV and parent company through four iterations of the NPD process, explaining how each product cycle surfaced conflict between logics and led to structural changes for different sets of stakeholders.