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Journal articles on the topic 'Venture Success'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

GAO, JIAN, JUN LI, YUAN CHENG, and SHUDE SHI. "IMPACT OF INITIAL CONDITIONS ON NEW VENTURE SUCCESS: A LONGITUDINAL STUDY OF NEW TECHNOLOGY-BASED FIRMS." International Journal of Innovation Management 14, no. 01 (2010): 41–56. http://dx.doi.org/10.1142/s1363919610002544.

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This article examines the relationship between initial conditions and new venture performance. The study uses a longitudinal study of 92 new ventures in Beijing Overseas Students Pioneer Park at Haidian. This study finds that new venture performance is significantly impacted by the venture's initial conditions. Additionally, the effects of initial conditions are found to decrease as the entrepreneurial process continues. It is also found that new venture performance is impacted more significantly by factors relating to entrepreneurial quality and characteristics of the venture.

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Crane, Frederick G., and Jeffrey E. Sohl. "Imperatives for Venture Success." International Journal of Entrepreneurship and Innovation 5, no. 2 (2004): 99–106. http://dx.doi.org/10.5367/000000004773863255.

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This paper reports the findings from a qualitative study involving in-depth interviews with American and Canadian entrepreneurs who had conceptualized and started successful ventures. Respondents were asked to define venture success and then articulate the key imperatives for it. Respondents in this study defined venture success in terms of sales growth and profitability. The study confirms findings from previous studies, concluding that entrepreneurs' personal characteristics, including determination and commitment, work ethic, optimism, energy and fearlessness, are very important to venture

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3

Siddiqui, Asif, Dora Marinova, and Amzad Hossain. "Impact of Venture Capital Investment Syndication on Enterprise Lifecycle and Success." International Journal of Economics and Finance 8, no. 5 (2016): 75. http://dx.doi.org/10.5539/ijef.v8n5p75.

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The article investigates the impact of venture capital investment and investment syndication on enterprise lifecycle and success using the exit history of venture capital backed companies in Australia. It is observed that the venture capital backed companies tend to outperform those which are not while companies receiving syndicated venture capital investment tend to outperform the other venture capital backed companies. Based on the classic venture capital investment theory, we argue that venture capitalists essentially engage in superior venture selection through pre-investment screening and

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Bobera, Dušan, and Bojan Leković. "BUSINESS INTERNATIONALIZATION - CONDITIO SINE QUA NON OF ENTREPRENEURIAL VENTURE SUCCESS." ЗБОРНИК РАДОВА ЕКОНОМСКОГ ФАКУЛТЕТА У ИСТОЧНОМ САРАЈЕВУ 1, no. 12 (2017): 11. http://dx.doi.org/10.7251/zrefis1612011b.

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The incentive for launching an entrepreneurial venture determines also the entrepreneur’s striving towards the growth of the venture, development of innovation or business internationalization. Assessment and understanding of outcomes of the launched entrepreneurial venture is possible if one have insight into both endeavor and motivation of an entrepreneur towards expressed entrepreneurial initiative. Entrepreneurs as holders of the entrepreneurial process based on recognition and profitable exploitation of identified opportunities, often find possibilities of venture growth outside the borde

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Adomako, Samuel, Albert Danso, Nathaniel Boso, and Bedman Narteh. "Entrepreneurial alertness and new venture performance: Facilitating roles of networking capability." International Small Business Journal: Researching Entrepreneurship 36, no. 5 (2018): 453–72. http://dx.doi.org/10.1177/0266242617747667.

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An ability to act upon an entrepreneurial opportunity is a major driver of new venture success. However, scholarly knowledge is limited on how and when entrepreneur alertness to entrepreneurial opportunities drives new venture success. This article addresses this gap arguing that variations in new venture performance are a function of levels of entrepreneurial alertness and networking capabilities. Using primary data gathered from 203 new ventures operating in a sub-Saharan African economy, Ghana, we find that increases in the levels of entrepreneurial alertness are related to increases in new

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Xia, Lihui, Biao Luo, and Ying Sun. "How can entrepreneurs achieve success in chaos?" Kybernetes 49, no. 5 (2019): 1407–28. http://dx.doi.org/10.1108/k-01-2019-0035.

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Purpose This paper aims to explore the mediating role of organizational entrepreneurial capability in the link between entrepreneurs’ effectuation and new venture performance, and whether entrepreneurs’ passion positively moderates this relationship in the Chinese emerging economy. Design/methodology/approach This study collected survey data from 140 Chinese new ventures. Following an empirical design, hierarchical regression analysis and bootstrapping analysis were applied to examine six hypotheses. Findings Results reveal that organizational entrepreneurial capability plays a positively medi

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7

Goi, Hoe Chin, and Jiro Kokuryo. "Design of a University-Based Venture Gestation Program (UVGP)." Journal of Enterprising Culture 24, no. 01 (2016): 1–35. http://dx.doi.org/10.1142/s0218495816500011.

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Design science methodology was used to develop and test a University-based Venture Gestation Program (UVGP), the model built after identifying key problems and reactions to them in student based gestation ventures. The model relied on a three-year longitudinal comparative case study of a successful and an unsuccessful student venture team. The teams came from the same university and were winners of business plan contests in 2012 and 2013. Although the teams were very similar to begin with, analyses revealed that different responses to three shared problems were key determinants of venture gest

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Singh, Harbir, and Kathryn Rudie Harrigan. "Managing for Joint Venture Success." Academy of Management Review 13, no. 1 (1988): 145. http://dx.doi.org/10.2307/258364.

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9

Bellu, Renato R. "Can Venture Success Be Predicted?" International Journal of Entrepreneurship and Innovation 4, no. 3 (2003): 163–74. http://dx.doi.org/10.5367/000000003101299537.

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This study addresses the cross-cultural utility of a model integrating behavioural and contextual variables interacting in a way likely to spawn firm success. A sample of 38 growth-oriented entrepreneurs from the Lazio region of central Italy has been tested by means of structured interviews based on two predictor measures (the Miner Sentence Completion Scale-T and the Differential Attribution Questionnaire) together with two performance measures (growth in sales and growth in profit over a three-year period) in an attempt to provide cross-cultural substantiation for a model employed in previo

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Cadle, S. W., and J. H. van Rooyen. "The importance of knowledge and skills transfer in the private equity, venture capital and angel investing process." Corporate Ownership and Control 8, no. 3 (2011): 518–34. http://dx.doi.org/10.22495/cocv8i3c5p3.

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New business development is one of the most important contributors to economic growth, job creation and economic prosperity of any country. The successful creation of new ventures is a difficult process with many risks involved. The reward of a successful venture is such that many investors are prepared to accept a certain level of risk in the hope of achieving high returns on their capital invested. Many different aspects contributing to the success of a new venture and specifically the importance of the transfer of knowledge and skills in the investment process, was researched. Venture capit

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Ladd, Ted. "Does the business model canvas drive venture success?" Journal of Research in Marketing and Entrepreneurship 20, no. 1 (2018): 57–69. http://dx.doi.org/10.1108/jrme-11-2016-0046.

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Purpose The purpose of this paper is to explore the efficacy of Osterwalder and Pigneur’s Business Model Canvas for 271 teams competing in a venture pitch competition during a cleantech accelerator program. Design/methodology/approach It uses competition results and data from a website used by participants to track their hypothesis construction and testing. Findings Teams that used the elements of customer segment, value proposition, key activities or key partnerships performed significantly better in the competition. Yet of all nine elements in the Canvas, only customer segmentation showed a

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12

K. B, Subhash. "Venture Capital - Success Factor for Business Ideas." Ushus - Journal of Business Management 2, no. 2 (2003): 38–55. http://dx.doi.org/10.12725/ujbm.3.5.

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This article tries to give a comprehensive meaning to the concept of venture capital by taking into account all relevant aspects associated with it. Secondly the origin, growth and development of modern concept of venture capital around the world are being discussed. Thirdly, the present status of venture capital scenario explains about the trends and tendencies happening around the world. Finally the role of venture capital in promoting the economic development, a brief discussion on the impact of venture capital on the economy and the article concludes with the future trend.

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Kim, Jisong, Jinhee Lee, and Timothy J. Lee. "The Sustainable Success and Growth of Social Ventures: Their Internal and External Factors." Sustainability 13, no. 9 (2021): 5005. http://dx.doi.org/10.3390/su13095005.

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The social venture ecosystem is important for the growth and sustainability of social ventures. This study aims to expand our understanding of the sustainable success and growth of social ventures by analyzing both their internal and external factors using interviews with social venture entrepreneurs and stakeholders in the ecosystem. A qualitative research method is employed to examine the interviewees’ perspectives, and the data were analyzed using the framework of grounded theory. The three-step grounded theory process was performed via open coding, axial coding, and selective coding. The s

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Lin, Ya-Hui, Chung-Jen Chen, and Bou-Wen Lin. "The influence of strategic control and operational control on new venture performance." Management Decision 55, no. 5 (2017): 1042–64. http://dx.doi.org/10.1108/md-07-2015-0324.

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Purpose The purpose of this paper is to investigate the impacts of strategic control and operational control on new venture performance in the China context. Design/methodology/approach This study tests the hypotheses in a sample of 83 new ventures that have equity investment by established firms and are founded between 1993 and 2007 that issued initial public offerings while not more than eight years old. Findings The results of this study show that: strategic control has a significantly negative relationship with new venture performance; operational control has a significantly positive relat

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Gorski, Irena, Joshua T. Bram, Phoebe Canagarajah, Stephen Suffian, and Khanjan Mehta. "How to Set Up a Community Health Venture: Lessons from 10 Years in Kenya." International Journal for Service Learning in Engineering, Humanitarian Engineering and Social Entrepreneurship 11, no. 2 (2016): 72–86. http://dx.doi.org/10.24908/ijsle.v11i2.6397.

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Despite high potential, many community health ventures in developing countries fail to evolve beyond the pilot stage. A fundamental problem is that many ventures utilize community health workers (CHWs) as volunteers, but they leave to generate a living income for their families. After ten years of experience running a community health venture in East Africa, while observing other ventures come and go, several factors have emerged as essential for any venture to achieve success. This article presents a methodology to set up a community health venture where CHWs generate income from their work w

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Teal, Elisabeth J., and Charles W. Hofer. "The Determinants of New Venture Success." Journal of Private Equity 6, no. 4 (2003): 38–51. http://dx.doi.org/10.3905/jpe.2003.38.

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17

Sykes, Hollister B. "Corporate venture capital: Strategies for success." Journal of Business Venturing 5, no. 1 (1990): 37–47. http://dx.doi.org/10.1016/0883-9026(90)90025-o.

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Fuchs, Manfred, and Mariella Köstner. "Antecedents and consequences of firm’s export marketing strategy." Management Research Review 39, no. 3 (2016): 329–55. http://dx.doi.org/10.1108/mrr-07-2014-0158.

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Purpose – The purpose of this study is to investigate the relationships among organizational factors (export market experience, international commitment), external environment (competitive intensity), export marketing strategy and export success. The findings yielded by the analyses confirm that export market-specific experience and international commitment are significant drivers of export success. In addition, the results indicate that the degree of product adaptation is positively related to profitability and overall success, while price and distribution adaptation to local conditions have

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Robinson, Rick, and Robert Powers. "Critical success factors for partnerships in the oil and gas contracting industry." APPEA Journal 53, no. 2 (2013): 462. http://dx.doi.org/10.1071/aj12073.

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The advent of mega LNG projects in Australia has encouraged the Australian contracting industry to establish partnerships with local or international peers to bolster capability and take advantage of larger work scopes to handle the contracting risks. The types of partnerships generally fall into three broad categories: Unincorporated joint ventures formed between partner companies, specifically to win and deliver a project. Each partner retains its individual entity and the relationship is finalised once the project is delivered. Incorporated joint ventures that take a long-term view to the p

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Oliveira, João S., and John W. Cadogan. "A multilevel perspective to the study of export venture performance." International Marketing Review 35, no. 1 (2018): 186–99. http://dx.doi.org/10.1108/imr-12-2016-0213.

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Purpose The purpose of this paper is to present several opportunities that can emerge from using a multilevel approach to study the antecedents of export venture performance, and provide scholars with the conceptual and practical tools for developing multilevel models of export venture success. Design/methodology/approach Essay. Findings The paper shows the problems which scholars face if they continue to engage in using single venture data to test models that are inherently multilevel in nature. Research limitations/implications There may be a need to revisit previous works that utilize sampl

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Evans, R. M., and D. M. Thompson. "STRATEGIC APPLICATIONS OF LIFE CYCLE COSTING: OPERATIONS BUSINESS PLANNING." APPEA Journal 38, no. 1 (1998): 500. http://dx.doi.org/10.1071/aj97025.

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This paper briefly examines the business environment and challenges facing the Upstream (E&P) Sector. It suggests that operational phase risks, which undermine a venture's economic success, have traditionally been understated and inadequately defined. This, in turn, has tended to shape a (reactive) problem solving culture vis-vis a (proactive) management of risk culture in the Industry. Failures of ventures to deliver the expected return on the capital investment have been an unwelcome result.Operations Business Planning (OBP) is a technique which encourages the venture to move into proact

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Varshney, Vishnu. "Nurturing a Venture: A Venture Capitalist's Perspective." Vikalpa: The Journal for Decision Makers 28, no. 2 (2003): 83–87. http://dx.doi.org/10.1177/0256090920030207.

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The concept of venture capital originated in the US in 1946. A number of new technologies which could be commercially exploited had come up after the Second World War and funds given for such ventures were called venture capital investment. Though the venture capital movement has been in existence for more than three decades in India, it has only recently gained momentum. New ventures found it difficult to get funding from the banks as they did not have any collateral to offer. Hence, venture capital industry was started in India to fund such enterprises. Gujarat Venture Finance Limited (GVFL)

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23

Milgate, Michael. "Black-Box Protection of Core Competencies in Strategic Alliances." Journal of Management & Organization 6, no. 2 (2000): 32–43. http://dx.doi.org/10.1017/s183336720000540x.

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AbstractThis article presents a conceptual framework that participants in cooperative ventures may use to protect core competencies and proprietary information, while allowing the cooperative venture to benefit from these. While strategic alliances, in various forms, are becoming more common (Beamish and Delios, 1997), a potentially issue that often remains unresolved is how to protect your core competencies, while still cooperating openly with your partner, particularly when advanced technology is involved. It can be difficult for partners in an alliance to cooperate and openly share strategi

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Milgate, Michael. "Black-Box Protection of Core Competencies in Strategic Alliances." Journal of the Australian and New Zealand Academy of Management 6, no. 2 (2000): 32–43. http://dx.doi.org/10.5172/jmo.2000.6.2.32.

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AbstractThis article presents a conceptual framework that participants in cooperative ventures may use to protect core competencies and proprietary information, while allowing the cooperative venture to benefit from these. While strategic alliances, in various forms, are becoming more common (Beamish and Delios, 1997), a potentially issue that often remains unresolved is how to protect your core competencies, while still cooperating openly with your partner, particularly when advanced technology is involved. It can be difficult for partners in an alliance to cooperate and openly share strategi

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RIQUELME, HERNAN. "VENTURE CAPITALISTS’ COLLECTIVE BELIEFS ON NEW BUSINESS VENTURE INVESTMENTS." Journal of Enterprising Culture 02, no. 02 (1994): 629–67. http://dx.doi.org/10.1142/s0218495894000197.

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A multi-method approach (investment case analysis, administrative records, published interviews, questionnaire, and personal interviews) was conducted in order to deal with the widest possible range of aspects connected with venture capitalists’ investments in new businesses. Our study identified 73 decision rules or heuristics associated with such investments and we examined the extent to which these rules were shared by the UK venture capital community. We proposed to find out the reasons for business problems/failures and whether venture capitalists’ attribution of blame is biased. We expla

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Chen, Yasheng, and Johnny Jermias. "Linking Key Performance Indicators to New International Venture Survival." Journal of International Accounting Research 15, no. 3 (2016): 31–48. http://dx.doi.org/10.2308/jiar-51604.

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ABSTRACT Based on the four major challenges firms face in the early stage of their life cycle, we identify and use financial and non-financial performance measures to predict the survivability of new international ventures. We use a sample of 3,729 new manufacturing ventures from the Chinese Foreign Invested Enterprises Database. The study sample consists of wholly owned ventures of multi-national corporations (MNCs) and joint ventures between pairs comprising foreign and local investors in China. The results are consistent with the study's hypotheses. Using the Cox (1972) survival model, we f

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Spreng, Silja, Reiner Braun, and Andranik Tumasjan. "Investor Personality and Success in Venture Capital." Academy of Management Proceedings 2020, no. 1 (2020): 21794. http://dx.doi.org/10.5465/ambpp.2020.21794abstract.

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Reuber, A. Rebecca, Lorraine S. Dyke, and Eileen M. Fischer. "EXPERIENTIALLY ACQUIRED KNOWLEDGE AND ENTREPRENEURIAL VENTURE SUCCESS." Academy of Management Proceedings 1990, no. 1 (1990): 69–73. http://dx.doi.org/10.5465/ambpp.1990.4978176.

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Edwards, Thomas V., and Noushi Rahman. "Entrepreneurial Firm Success in Corporate Venture Capital." Academy of Management Proceedings 2016, no. 1 (2016): 16193. http://dx.doi.org/10.5465/ambpp.2016.16193abstract.

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Baird, Inga S., Marjorie A. Lyles, Shaobo Ji, and Robert Wharton. "Joint Venture Success: A Sino–U.S. Perspective." International Studies of Management & Organization 20, no. 1-2 (1990): 125–34. http://dx.doi.org/10.1080/00208825.1990.11656529.

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Dubey, Rita. "An integrated framework of joint venture success." International Journal of Strategic Business Alliances 5, no. 1 (2016): 1. http://dx.doi.org/10.1504/ijsba.2016.078248.

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Gompers, Paul, Anna Kovner, and Josh Lerner. "Specialization and Success: Evidence from Venture Capital." Journal of Economics & Management Strategy 18, no. 3 (2009): 817–44. http://dx.doi.org/10.1111/j.1530-9134.2009.00230.x.

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Ishii, Ryuta. "Intermediary resources and export venture performance under different export channel structures." International Marketing Review 38, no. 3 (2021): 564–84. http://dx.doi.org/10.1108/imr-07-2019-0187.

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PurposeThe literature on export channels suggests that intermediary resources, namely intermediary competence and availability, are critical for export success. However, little is known about how the beneficial effects of intermediary resources differ amongst integrated, independent and dual channel structures. One difference between these channel structures is the degree of reliance on independent intermediaries. This study aims to investigate (1) the impact of intermediary resources on export venture success, that is, export sales performance and channel maintenance costs and (2) the moderat

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Wu, Jie, and Zhenzhong Ma. "Misfit or xenophillia." Nankai Business Review International 9, no. 1 (2018): 19–32. http://dx.doi.org/10.1108/nbri-06-2015-0016.

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Purpose Overseas work experiences have played a critical role in venture creation and success, yet the impact of overseas work experience on returnee entrepreneurs’ venture capital funding in the Chinese market remains understudied. This paper aims to explore the impact of returnee entrepreneurs’ overseas experiences on their opportunities of venture capital funding in China to help better understand the potential benefits that overseas work experiences bring to emerging markets. Design/methodology/approach The authors have conducted a two-year inductive field study to explore the impact of ov

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WONG, WING-KI, HONG-MAN CHEUNG, and PATRI K. VENUVINOD. "INDIVIDUAL ENTREPRENEURIAL CHARACTERISTICS AND ENTREPRENEURIAL SUCCESS POTENTIAL." International Journal of Innovation and Technology Management 02, no. 03 (2005): 277–92. http://dx.doi.org/10.1142/s0219877005000502.

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Entrepreneurial technology-based new venture constitutes a dominant proportion of incubated firms. Often, such firms are established by engineering graduates. This paper investigates a methodology for assessing the potential for success of new ventures set up at an early stage by engineering students via an evaluation of the entrepreneurial personalities of engineering students. The survey of 215 students of Manufacturing Engineering indicates particular traits have a strong predictive impact on the proclivity towards the different 'idea factors on innovation' suggested by Goldenberg et al. [1

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Garman, Andrew N., and Frank S. Phillips. "Assessing Founders to Predict Venture Success: Lessons from Psychologists and Venture Capital Firms." International Journal of Public Administration 29, no. 7 (2006): 525–32. http://dx.doi.org/10.1080/01900690500452351.

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Tolba, Ahmed H. "Can We Improve the Rate of Entrepreneurial Success? Introducing the “TEAM” Framework." Archives of Business Research 9, no. 8 (2021): 40–55. http://dx.doi.org/10.14738/abr.98.10618.

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Business ventures have experienced environments pertaining to rapid morphological changes that have led to the adoption of entrepreneurial teams as opposed to singular individuals. With such a high potential for failure, startups must revert into the foundation of their organization to ensure success and longevity through the formation of an entrepreneurial team. The formation of the entrepreneurial team leads itself to debate due to its diverse linkage with surrounding contexts and the endless combinations of team characteristics. This paper will start by exploring surrounding contexts that a

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Jehan, Shahzadah Nayyar. "Due Diligence and Risk Alleviation in Innovative Ventures—An Alternative Investment Model from Islamic Finance." Journal of Risk and Financial Management 14, no. 6 (2021): 276. http://dx.doi.org/10.3390/jrfm14060276.

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Risk is a big concern for anyone contemplating investing in new, especially innovative ventures. However, if successful, the returns can be extraordinary, serving as an impetus for many venture capitalists to provide greater funding. Still, many new ventures never see the end of the tunnel, and success stories are scant. The venture capital market is growing, yet many investors feel on edge when investing in new and innovative ventures. This paper is based on field survey data to evaluate the importance of risk and return components of an alternative venture investment approach called diminish

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Chen, Ming-Huei, Yu-Yu Chang, and Ju-Yun Pan. "Typology of creative entrepreneurs and entrepreneurial success." Journal of Enterprising Communities: People and Places in the Global Economy 12, no. 5 (2018): 632–56. http://dx.doi.org/10.1108/jec-07-2017-0041.

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Purpose The rise of creative economy has been the subject of considerable interest in the recent literature. Despite the growing effort to investigate entrepreneurship in creative industries, little work has been done to scrutinize the relationship between individual attributes of creative entrepreneurs and the new venture outcomes. Prior research shows that entrepreneurial creativity and opportunity recognition are the major determinants of entrepreneurs’ behavioral posture in the new venture process. Therefore, this study aims to explore the typology of creative entrepreneurs’ attitude to ne

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Kumar, Nishant. "International Entrepreneurship: Case of Happiest Minds." South Asian Journal of Business and Management Cases 1, no. 1 (2012): 17–30. http://dx.doi.org/10.1177/227797791200100103.

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An in-depth case study of a successful serial entrepreneur in India and the two international new ventures he founded illustrates the entrepreneurial capabilities that are particularly important for successful international new venture creation. This case study examines in detail how potential international entrepreneurs can develop such capabilities in order to improve their chances of gaining success in international new ventures, and concludes with a discussion of the implications of the authors’ findings for entrepreneurship research and practice.

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Perry, Alvin, Emad Rahim, and Bill Davis. "Startup Success Trends in Small Business Beyond Five-Years." International Journal of Sustainable Entrepreneurship and Corporate Social Responsibility 3, no. 1 (2018): 1–16. http://dx.doi.org/10.4018/ijsecsr.2018010101.

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While entrepreneurs help to drive venture growth through business development in their respective cities, approximately 50% of new business ventures fail within the first 5 years of operation. Boss concluded that over 60% of entrepreneurs and small business owners fail within the first 6 years of doing business. This article examines some of the main factors that support early growth stage entrepreneurial sustainability for small business startups. In this article, entrepreneurship success factors, failure rates and sustainability are examined through qualitative research, expanding on factors

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Gatewood, Elizabeth. "The Expectancies in Public Sector Venture Assistance." Entrepreneurship Theory and Practice 17, no. 2 (1993): 91–95. http://dx.doi.org/10.1177/104225879301700209.

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This article uses expectancy theory as a framework for explaining how public sector venture assistance organizations affect venture creation. Public sector venture assistance organizations can positively Influence venture creation through improving the entrepreneur's skills, abilities, and access to required resources. But they can also have a negative relationship to venture creation by denying services or access to resources or through affecting the entrepreneur's expectancies for venture success.

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Arend, Richard J. "A Dyad-Based Analysis of New Venture Success." Journal of Private Equity 7, no. 1 (2003): 59–71. http://dx.doi.org/10.3905/jpe.2003.320064.

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Humphery-Jenner, Mark, and Jo-Ann Suchard. "Foreign VCs and venture success: Evidence from China." Journal of Corporate Finance 21 (June 2013): 16–35. http://dx.doi.org/10.1016/j.jcorpfin.2013.01.003.

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Schefczyk, Michael. "Determinants of Success of German Venture Capital Investments." Interfaces 31, no. 5 (2001): 43–61. http://dx.doi.org/10.1287/inte.31.5.43.9656.

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Hofer, Charles W., and William R. Sandberg. "Improving New Venture Performance: Some Guidelines for Success." American Journal of Small Business 12, no. 1 (1987): 11–26. http://dx.doi.org/10.1177/104225878701200101.

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Керопян, Лилит, and Lilit Keropyan. "Analysis of the Factors that Affect the Success of Venture Project." Scientific Research and Development. Russian Journal of Project Management 7, no. 1 (2018): 34–41. http://dx.doi.org/10.12737/article_5ac5da1bc1d990.29455570.

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The development of the venture investment industry is accompanied by a large number of unsuccessfully completed projects. As a result, financial resources, time and effort of entrepreneurs are lost, and often the desire to continue to engage in innovative business is lost. In this regard, it becomes an urgent task to improve the management of innovative projects involving venture capital at an early stage of their implementation. The completed research, based on the results of surveys of Russian entrepreneurs and experts of venture and grant funds, as well as to formulate practical recommendat

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Bacon-Gerasymenko, Violetta. "When do organisations learn from successful experiences? The case of venture capital firms." International Small Business Journal: Researching Entrepreneurship 37, no. 5 (2019): 450–72. http://dx.doi.org/10.1177/0266242619833878.

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This article examines the extent to which venture capital firms (VCFs) learn from successful experience and when such experience influences the likelihood of future successful exits. To test our theory, we drew upon a novel dataset of young French VCFs and their investments. Results indicate that VCFs learn from success, but only up to a certain level of after which the benefits decline. We also found an adverse effect on future performance from the first VCF experience, if it was successful. Refuting our prediction, VCFs appear to learn better from significant, rather than small, successes. F

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Dutta, Supradeep, and Timothy B. Folta. "A Comparison of How Venture Capitalists and Angel Groups Contribute to Venture Innovation Success." Academy of Management Proceedings 2013, no. 1 (2013): 13898. http://dx.doi.org/10.5465/ambpp.2013.13898abstract.

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Perry, John T., Gaylen N. Chandler, Xin Yao, and Timothy L. Pett. "Founder Characteristics and Legitimacy-Seeking Behaviors." New England Journal of Entrepreneurship 14, no. 2 (2011): 41–51. http://dx.doi.org/10.1108/neje-14-02-2011-b004.

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The entrepreneurʼs experience, personality, and values affect the entrepreneurʼs behaviors and decisions (Chrisman, Bauerschmidt, and Hofer 1998). Past research results show that (1) more experienced new venture founders have a greater likelihood of leading their ventures to early success than less experienced founders (Delmar and Shane 2006) and (2) founders who engage in legitimacy-seeking behaviors have a greater likelihood of leading their ventures to early success than founders who do not do so (Tornikoski and Newbert 2007). We propose that more experienced founders understand the importa

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