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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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  • Frits Wijbenga
  • Theo Postma
  • Arjen Van Witteloostuijn
  • Peter Zwart

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.

Suggested Citation

  • Frits Wijbenga & Theo Postma & Arjen Van Witteloostuijn & Peter Zwart, 2003. "Strategy and performance of new ventures: A contingency model of the role and influence of the venture capitalist," Venture Capital, Taylor & Francis Journals, vol. 5(3), pages 231-250.
    • Handle: RePEc:taf:veecee:v:5:y:2003:i:3:p:231-250
    DOI: 10.1080/1369106032000118171
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    Cited by:

    1. Frits H. Wijbenga & Theo J.B.M. Postma & Rebecca Stratling, 2007. "The Influence of the Venture Capitalist's Governance Activities on the Entrepreneurial Firm's Control Systems and Performance," Entrepreneurship Theory and Practice, , vol. 31(2), pages 257-277, March.
    2. Kolympiris, Christos & Kalaitzandonakes, Nicholas & Miller, Douglas, 2011. "Spatial collocation and venture capital in the US biotechnology industry," Research Policy, Elsevier, vol. 40(9), pages 1188-1199.
    3. Becsky-Nagy Patrícia & Fazekas Balazs, 2014. "Returns Of Private Equity Comparative Analyses Of The Returns Of Venture Capital And Buyout Funds In Europe And In The Us," Annals of Faculty of Economics, University of Oradea, Faculty of Economics, vol. 1(1), pages 820-827, July.

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