The New Venture Division (NVD), an important organizational innovation to facilitate corporate entrpreneurship, so far has been used with mixed success, Systematic differences in terms of administrative processes, strategy-making, and participants’ orientations create problems in the interfaces between the NVD and the rest of the corporation. Using the NVS as a vehicle for consolidating, rather than managing, autonomous strategic behavior exacerbates its already unstable position in the corporate context. Top management should recognize the experimentation-and-selection aspect of strategy-making involved in new venture activity, and should determine more completely the structural and strategic contexts in which it takes shape.