Corporate Venturing, Allocation of Talent, and Competition for Star Managers

Published Online:https://doi.org/10.1287/mnsc.1070.0758

References

  • Amador M., Landier A. Entrepreneurial pressure and innovation. (2003) . Working paper, Stanford Graduate School of Business, Stanford University, Stanford, CAGoogle Scholar
  • Anand B., Galetovic A., Stein A. Incentives versus synergies in markets for talent. (2004) . Working paper, Harvard Business School, Boston, MACrossrefGoogle Scholar
  • Anton J., Yao D. Expropriation and inventions: Appropriable rents in the absence of property rights. Amer. Econom. Rev. (1994) 84:190–209Google Scholar
  • Anton J., Yao D. Start-ups, spin-offs, and internal projects. J. Law Econom. Organ. (1995) 11:362–378Google Scholar
  • Bleicher K., Paul H. The external corporate venture capital fund—A valuable vehicle for growth. Long Range Planning (1987) 20:64–70CrossrefGoogle Scholar
  • Block Z., MacMillan I.Corporate Venturing: Creating New Businesses with the Firm (1993) (Harvard Business School Press, Boston, MA) Google Scholar
  • Brander J., de Bettignies J.-E. Venture capital investment: The role of predator prey dynamics with learning by doing. Econom. Innovation New Tech. (2007) . ForthcomingGoogle Scholar
  • Chemla G., Habib M., Ljungqvist A. An analysis of shareholder agreements. J. Eur. Econom. Assoc. (2007) 5:93–121CrossrefGoogle Scholar
  • Chesbrough H. Making sense of corporate venture capital. Harvard Bus. Rev. (2002) 80(3):90–99Google Scholar
  • Computer World Survey reveals dot-com migration. (2000) September 4):56Google Scholar
  • Core J., Guay W. Stock options for non-executive employees. J. Financial Econom. (2001) 61:253–287CrossrefGoogle Scholar
  • Corporate Venturing J. Corporate venturing: A point guide. (2000) SeptemberGoogle Scholar
  • Dix M., Gandelman N. R&D institutional arrangements: Start-up ventures versus internal lab. Manchester School (2007) 75:218–236CrossrefGoogle Scholar
  • Dushnitsky G., Lenox M. When do firms undertake R&D by investing in new ventures? Strategic Management J. (2005a) 26:947–965CrossrefGoogle Scholar
  • Dushnitsky G., Lenox M. When do incumbents learn from entrepreneurial ventures? Corporate venture capital and investing firm innovation rates. Res. Policy (2005b) 34:615–639CrossrefGoogle Scholar
  • Dushnitsky G., Shaver J. M. Limitations to inter-organizational knowledge acquisition: The paradox of corporate venture capital. (2006) . Working paper, University of Pennsylvania, Philadelphia, PAGoogle Scholar
  • Fallick B., Fleischmann C., Rebitzer J. Job hopping in the Silicon Valley: Some evidence concerning the micro-foundations of a high technology cluster. Rev. Econom. Statist. (2006) 88:472–481CrossrefGoogle Scholar
  • Fast N. Pitfalls of corporate venturing. Res. Management (1981) 24:21–24Google Scholar
  • Goldman, Sachs & Co., Frank Russell Company Alternative investing by tax-exempt organizations 2001: A survey of organizations in North-America, Europe, Australia, and Japan. (2002) . Technical reportGoogle Scholar
  • Gompers P. Corporations and the financing of innovation: The corporate venturing experience. Federal Reserve Bank of Atlanta Econom. Rev. (2002) 87:1–17Google Scholar
  • Gompers P., Lerner J. The determinants of corporate venture capital successes: Organizational structure, incentives, and complementarities. (1998) . Working Paper 6725, National Bureau of Economic Research, Cambridge, MAGoogle Scholar
  • Gromb D., Scharstein D. Entrepreneurship in equilibrium. (2003) . Working paper, London Business School, London, UKGoogle Scholar
  • Hellmann T. A theory of strategic venture investing. J. Financial Econom. (2002) 64:285–314CrossrefGoogle Scholar
  • Hellmann T. When do employees become entrepreneurs? Management Sci. (2007) 53(6):919–933LinkGoogle Scholar
  • Hellmann T., Lindsey L., Puri M. Building relationships early: Banks in venture capital. Rev. Financial Stud. (2007) . ForthcomingGoogle Scholar
  • Landier A. Entrepreneurship and the stigma of failure. (2006) . Working paper, New York University, New YorkGoogle Scholar
  • Lazear E. Entrepreneurship. J. Labor Econom. (2005) 23:649–680CrossrefGoogle Scholar
  • Lindsey L. The venture capital Keiretsu effect: An empirical analysis of strategic alliances among portfolio firms. (2002) . Working paper, Stanford University, Stanford, CAGoogle Scholar
  • National Venture Capital Association (2007) . http://www.nvca.org/cvg_research.htmlGoogle Scholar
  • Oyer P., Schaefer S. Why do some firms give stock options to all employees?: An empirical examination of alternative theories. J. Financial Econom. (2005) 76:99–133CrossrefGoogle Scholar
  • Rind K. The role of venture capital in corporate development. Strategic Management J. (1981) 2:169–180CrossrefGoogle Scholar
  • Roberts E., Berry C. Entering new business: Selecting strategies for success. Sloan Management Rev. (1985) 26:3–17Google Scholar
  • Russell R. An investigation of some organizational correlates of corporate entrepreneurship: Towards a systems model of organizational innovation. Entrepreneurship, Innovation Change (1995) 4:295–314Google Scholar
  • Schmidt K. Convertible securities and venture capital finance. J. Finance (2003) 58(3):1139–1166CrossrefGoogle Scholar
  • Siegel R., Siegel E., MacMillan I. Corporate venture capitalists: Autonomy, obstacles, and performance. J. Bus. Venturing (1988) 3:233–247CrossrefGoogle Scholar
  • Sykes H. The anatomy of a corporate venturing program: Factors influencing success. J. Bus. Venturing (1986) 1:275–293CrossrefGoogle Scholar
  • Thornhill S., Amit R. A dynamic perspective on internal fit in corporate venturing. J. Bus. Venturing (2000) 16:25–50CrossrefGoogle Scholar
  • Tirole J. Incomplete contracts: Where do we stand? Econometrica (1999) 67(4):741–781CrossrefGoogle Scholar
  • Winters T., Murfin D. Venture capital investing for corporate development objectives. J. Bus. Venturing (1988) 3:207–222CrossrefGoogle Scholar
  • Zahra S. Technology strategy and new venture performance: A study of corporate-sponsored and independent biotechnology ventures. J. Bus. Venturing (1996) 11:289–321CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.