Venture Capital, CEOs’ Sources of Power, and Innovation Novelty at Different Life Stages of a New Venture

2016 ◽  
Vol 27 (2) ◽  
pp. 336-353 ◽  
Author(s):  
Haemin Dennis Park ◽  
Daniel Tzabbar
2015 ◽  
Vol 6 (2) ◽  
Author(s):  
Jing Li

AbstractVenture capital is certainly important to a country in that it finances entrepreneurship and innovation. In recent years, secondary markets for private shares have emerged as an important node in the VC cycle by both facilitating interim liquidity for non-listed firms and providing external investors with the access to good pre-IPO shares. Ready and able to play an active role on both the exit and entry sides, are VCs more engaged in reducing or increasing their ownership in these markets? Based on a sample consisting of a total of 102 firms that have been quoted on China’s New Third Board from 2006 to 2011 year end, this paper finds that VCs were much more likely to increase than decrease their ownership – there have been 128 times of increases in contrast to 45 times of decreases. In particular, VCs actively took the opportunities of subscribing new shares issued in capital increases to increase their ownership. Out of the total 85 VCs that invested in the 102 firms, 33 were already there as of first quotation, 39 VCs subscribed new shares in capital increases, 33 VCs bought shares from existing shareholders, while only 11 exited. For the purposes of enhancing the attractiveness of the New Third Board as an exit venue, this paper argues that the market should work on increasing its liquidity from both the supply and the demand sides. As the successor of the New Third Board, the National Equities Exchange and Quotations largely manages to realize this by considerably broadening the pool of potential eligible firms and investors, and also by making available various additional mechanisms such as market making and call auctions to boost share transfers. As such, it is generally reasonable to argue that for those SMEs that are not yet able to directly list on public stock exchanges but are already in need for interim liquidity, the NEEQ does serve as a useful platform to achieve the purpose, and thus fills a gap in China’s VC cycle.


2021 ◽  
pp. 1-11
Author(s):  
Supriya Munshaw ◽  
Christina Black

Study level/applicability Graduate or Undergraduate Entrepreneurship Majors Subject area Entrepreneurship/Venture Capital (VC) Investing Case overview The case highlights a women-founded venture capital firm that values investments in diverse entrepreneurs and an innovative retail business started by two minority entrepreneurs. Students will be asked whether the firm should invest in the venture and will also be asked to discuss models that may help transform the retail business into a VC-backed scalable technology business. Expected learning outcomes By the end of the discussion, students will be able to evaluate the feasibility and scalability of a new business venture; and evaluate the alignment between a venture capital company and a new venture. Supplementary Materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Social Implications This case highlights the lack of resources for women and minority entrepreneurs as well as the underrepresentation of minority women in the VC industry. Subject code CSS 3: Entrepreneurship


2021 ◽  
Vol 13 (4) ◽  
pp. 1625
Author(s):  
Hui Zheng ◽  
Xuexu Piao ◽  
Sangmoon Park

The paper investigates factors to financing from venture capital (VC) in the Peer to Peer (P2P) lending industry of China. We focus on the signal effects of founder-CEOs, human capital, and legitimacy on venture capital investment. An important issue for entrepreneurship research is how to reduce t information asymmetry between entrepreneurs and potential investors. This paper builds on the signal theory to explain how new ventures can signal their qualities and promising businesses to potential investors to obtain external investment. By using a total of 2388 new ventures in China’s P2P lending industry, this paper analyzed the effects of factors on VC investment. We found that the founder-CEO status and the legitimacy of third-party signals are crucial to obtain the support of venture capital. We found that the CEO’s international experience has positively significant on VC financing, but the industry experience of CEOs is insignificant to get VC investment. The results indicate that new venture should pay more attention to build the ways of signaling and legitimacy of new venture to get external resource providers.


2000 ◽  
Vol 21 (1) ◽  
pp. 163-192 ◽  
Author(s):  
Lloyd Steier ◽  
Royston Greenwood

The success of a new venture often depends on an entrepreneur's ability to establish a network of supportive relationships. The mobilization of financial resources is a particularly important entrepreneurial activity. Informal or `angel' investors represent a significant source of venture capital. However, the challenges of organizing and managing a supportive angel network are considerable. This paper reports the findings of a longitudinal study of the development and evolution of an angel financial network within a newly created firm and further refines how theories of social capital and structural holes might be usefully applied to an entrepreneurial context. Suggestions for further research are presented in the form of propositions.


1969 ◽  
Vol 13 (3) ◽  
Author(s):  
William Bains

This paper examines the effect of founder team removal on the success of a set of 77 UK venture-backed biotechnology companies. Five measurements of success of these (predominantly private) companies are used: achieving liquidity for its shareholders, attracting further investment and further investors, company size, and how many products it managed to take into clinical trials. For all measures, early removal of the founding New Venture Team is correlated with poorer performance than retaining the founding team's skills. The best time to remove the founding team for this set of companies is after IPO. This suggests that venture capital investors' tendency to routinely remove founders and change CEOs on investment is damaging to their own interests as well as those of the founders concerned, and that alternative, more cooperative ways should be sought to retain founders and early executives in meaningful, effective roles in their companies to continue to harness the value that they are observed to add.


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