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Strategy and performance of new ventures : a contingency model of the role and influence of the venture capitalist.

Wijbenga, F. H. and Postma, T. J. B. M. and van Witteloostuijn, A. and Zwart, P. (2003) 'Strategy and performance of new ventures : a contingency model of the role and influence of the venture capitalist.', Venture capital : an international journal of entrepreneurial finance., 5 (3). pp. 231-250.

Abstract

The strategic activities of venture capitalists are regarded as their major contributions to their portfolio companies' performance. However, apart from a general consensus as to the different supporting roles the VC provides, little is known about how the VC specifically adds value to the venture's strategy and performance. In our paper, we address the expected fit between the value-adding activities of the VC on the one hand and the venture's strategy on the other hand, showing that a multi-theoretical approach is instrumental to explore the value-adding contribution of the VC to the venture's strategy and performance.

Item Type:Article
Keywords:New Ventures, Strategy, Board Roles, Value-adding Activities, Strategic fit.
Full text:Full text not available from this repository.
Publisher Web site:http://dx.doi.org/10.1080/1369106032000118171
Record Created:28 Mar 2007
Last Modified:10 Nov 2009 17:02

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