Which of the following is NOT typically a strategy used by internal new ventures?

Establishing monopoly power is typically not a strategy employed by internal new ventures. Internal new ventures, often referred to as corporate ventures or intrapreneurial initiatives within larger organizations, usually focus on innovation and market exploration, rather than seeking to dominate a market to the exclusion of competitors.

The other strategies mentioned play more integral roles in the development and success of internal ventures. Building an entrepreneurial team is essential as it fosters innovation and drives the venture forward. Cooperation with internationally active firms allows for resource sharing, knowledge exchange, and can lead to broader market access. Learning from successful firms provides valuable insights and best practices that can enhance the venture's approach and reduce risk, making them more agile and competitive in their respective markets.

In contrast, aiming for monopoly power often involves aggressive tactics that can lead to regulatory scrutiny and ultimately undermine the collaborative and innovative spirit that internal new ventures strive to maintain.