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

Wijbenga, F.H.; Postma, T.J.B.M.; van Witteloostuijn, A.; Zwart, P.

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.

Citation

Wijbenga, F., Postma, T., van Witteloostuijn, A., & Zwart, P. (2003). Strategy and performance of new ventures: a contingency model of the role and influence of the venture capitalist. Venture Capital, 5(3), 231-250. https://doi.org/10.1080/1369106032000118171

• Journal Article Type: Article
• Publication Date: Jul 1, 2003
• Deposit Date: Mar 28, 2007
• Journal: Venture Capital
• Print ISSN: 1369-1066
• Electronic ISSN: 1464-5343
• Publisher: Taylor and Francis Group
• Peer Reviewed: Peer Reviewed
• Volume: 5
• Issue: 3
• Pages: 231-250
• DOI: https://doi.org/10.1080/1369106032000118171
• Keywords: New Ventures, Strategy, Board Roles, Value-adding Activities, Strategic fit.
• Public URL: https://durham-repository.worktribe.com/output/1601542