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

Frits H. Wijbenga; Theo J.B.M. Postma; Arjen Van Witteloostuijn; Peter S. Zwart

doi:10.1080/1369106032000118171

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

Frits H. Wijbenga^*, Theo J.B.M. Postma, Arjen Van Witteloostuijn, Peter S. Zwart

^*Corresponding author for this work

Research output: Contribution to Journal › Review article › Academic › peer-review

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.

Original language	English
Pages (from-to)	231-250
Number of pages	20
Journal	Venture Capital
Volume	5
Issue number	3
DOIs	https://doi.org/10.1080/1369106032000118171
Publication status	Published - 1 Jul 2003
Externally published	Yes

Keywords

Board roles
New ventures
Strategic fit
Strategy
Value-adding activities

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title = "Strategy and performance of new ventures: A contingency model of the role and influence of the venture capitalist",

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.",

keywords = "Board roles, New ventures, Strategic fit, Strategy, Value-adding activities",

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AU - Wijbenga, Frits H.

AU - Postma, Theo J.B.M.

AU - Van Witteloostuijn, Arjen

AU - Zwart, Peter S.

PY - 2003/7/1

Y1 - 2003/7/1

N2 - 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.

AB - 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.

KW - Board roles

KW - New ventures

KW - Strategic fit

KW - Strategy

KW - Value-adding activities

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SP - 231

EP - 250

JO - Venture Capital

JF - Venture Capital

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

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Keywords

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