Revisiting the Strategy, Structure, and Performance Paradigm: The Case of Venture Capital

Published Online:https://doi.org/10.1287/orsc.1070.0309

References

  • Aldrich H. E., Marsden P. V., Smelser N. J. Environments and organizations. Handbook of Sociology (1988) (Sage Publications, Newbury Park, CA) 361–392Google Scholar
  • Aragon L. Disclosure. Venture Capital J. (2002) Nov.):1Google Scholar
  • Arrow K. J.The Limits of Organization (1974) (W. W. Norton & Co., New York) Google Scholar
  • Baldwin C. Y., Clark K. B.Design Rules: The Power of Modularity (2000) (MIT Press, Cambridge, MA) CrossrefGoogle Scholar
  • Barnard C.The Functions of the Executive (1938) (Harvard University Press, Cambridge, MA) Google Scholar
  • Baumard P.Tacit Knowledge in Organizations (1999) (Sage Publications, London, UK) Google Scholar
  • Becker S. W., Baloff N. Organization structure and complex problem solving. Admin. Sci. Quart. (1969) 14(2):260–271CrossrefGoogle Scholar
  • Blau P. A formal theory of differentiation in organizations. Amer. Sociol. Rev. (1970) 35:201–218CrossrefGoogle Scholar
  • Brander J., Amit R., Antweiler W. Venture-capital syndication: Improved venture selection vs. the value-added hypothesis. J. Econom. Management Strategy (2002) 11(3):423–452CrossrefGoogle Scholar
  • Brusoni S., Prencipe A. Making design rules: A multidomain perspective. Organ. Sci. (2006) 17(2):179–189LinkGoogle Scholar
  • Burns L. R., Wholey D. R. Adoption and abandonment of matrix management programs: Effects of organizational characteristics and interorganizational networks. Acad. Management J. (1993) 36:106–138CrossrefGoogle Scholar
  • Burns T., Stalker G. M.The Management of Innovation (1961) (Tavistock, London, UK) Google Scholar
  • Burton R. M., Lauridsen J., Obel B. Return on assets loss from situational and contingency misfits. Management Sci. (2002) 48(11):1461–1485LinkGoogle Scholar
  • Bygrave W. Syndicated investments by venture capital firms: A networking perspective. J. Bus. Venturing (1987) 2:141CrossrefGoogle Scholar
  • Chandler A.Strategy and Structure: Chapters in the History of the American Enterprise (1962) (MIT Press, Boston, MA) Google Scholar
  • Core J., Guay W. The use of equity grants to manage optimal equity incentive levels. J. Accounting Econom. (1999) 28(2):151–184CrossrefGoogle Scholar
  • Daft R. L., Lengel R. H., Staw B. M., Cummings L. L. Information richness: A new approach to managerial behavior and organization design. Research in Organizational Behavior (1984) 6(JAI Press, Greenwich, CT) 191–233Google Scholar
  • Dess G. G., Lumpkin G. T., Covin J. G. Entrepreneurial strategy making and firm performance: Tests of contingency and configurational models. Strategic Management J. (1997) 18(9):677–695CrossrefGoogle Scholar
  • Drucker P. F.Post-Capitalist Society (1993) (Harper Business, New York) Google Scholar
  • Dunbar R. L. M., Starbuck W. H. Learning to design organizations and learning from designing them. Organ. Sci. (2006) 17(2):171–178LinkGoogle Scholar
  • Eccles R. G., Crane D. B.Doing Deals: Investment Banks at Work (1988) (Harvard Business School Press, Boston, MA) Google Scholar
  • Edmondson A. C., McManus S. E. Methodological fit in management field research. Acad. Management Rev. (2007) 32(4):1155–1179CrossrefGoogle Scholar
  • Eisenhardt K. M. Building theories from case study research. Acad. Management Rev. (1989) 14(4):532–550CrossrefGoogle Scholar
  • Galbraith J.Designing Complex Organizations (1973) (Addison-Wesley, Reading, MA) Google Scholar
  • Galunic D. C., Eisenhardt K. M. Renewing the strategy-structure-performance paradigm. Res. Organ. Behav. (1994) 16:215–255Google Scholar
  • Glaser B. G., Strauss A. L.The Discovery of Grounded Theory: Strategies for Qualitative Research (1999) (Aldine de Gruyter, New York) Google Scholar
  • Gompers P. Optimal investment, monitoring, and the staging of venture capital. J. Finance (1995) 50:1461–1489CrossrefGoogle Scholar
  • Gompers P., Lerner J. The use of covenants: An empirical analysis of venture partnership agreements. J. Law Econom. (1996) 39:463–498CrossrefGoogle Scholar
  • Gompers P., Lerner J.The Venture Capital Cycle (1999) (MIT Press, Boston, MA) Google Scholar
  • Gompers P., Lerner J.The Money of Invention (2001) (Harvard Business School Press, Boston, MA) Google Scholar
  • Gorman M., Sahlman W. A. What do venture capitalists do? J. Bus. Venturing (1989) 4(4):231–248CrossrefGoogle Scholar
  • Greenwood R., Suddaby R., McDougald M., Greenwood R., Suddaby R. Introduction. Research in the Sociology of Organizations: Professional Service Firms (2006) 24(JAI Press, Greenwich, CT) 1–16CrossrefGoogle Scholar
  • Greenwood R., Li S. X., Prakash R., Deephouse D. L. Reputation, diversification, and organizational explanations of performance in professional service firms. Organ. Sci. (2005) 16(6):661–673LinkGoogle Scholar
  • Hambrick D. C., Miles R. E., Snow C. C. Foreword to the classic edition. Organizational Strategy, Structure, and Process (2003) (Stanford Business Classics, Stanford, CA) vii–xiiiGoogle Scholar
  • Hambrick D. C., Mason P. A. Upper echelons: The organization as a reflection of its top managers. Acad. Management Rev. (1984) 9:193–206CrossrefGoogle Scholar
  • Hansen M. T., Nohria N., Tierney T. What's your strategy for managing knowledge? Harvard Bus. Rev. (1999) 77(2):106–116Google Scholar
  • Hayes S. L., Hubbard P. M.Investment Banking: A Tale of Three Cities (1990) (Harvard Business School Press, Boston, MA) Google Scholar
  • Henderson R., Mitchell W. The interactions of organizational and competitive influences on strategy and performance. Strategic Management J. (1997) 18:5–14CrossrefGoogle Scholar
  • Hickson D. J., Hinings C. R., Lee C. A., Schneck R. E., Pennings J. M. A strategic contingencies theory of intraorganizational power. Admin. Sci. Quart. (1971) 16:216–229CrossrefGoogle Scholar
  • Hitt M. A., Bierman L., Shimizu K., Kochhar R. Direct and moderating effects of human capital on strategy and performance in professional service firms: A resource-based perspective. Acad. Management J. (2001) 44(1):13–28CrossrefGoogle Scholar
  • Kolodny H. F. Evolution to a matrix organization. Acad. Management Rev. (1979) 4(4):543–553CrossrefGoogle Scholar
  • Kuhn-LoebKuhn Loeb & Co.: Investment Banking Through Four Generations (1955) (Kuhn Loeb & Co, New York) Google Scholar
  • Lam A. Tacit knowledge, organizational learning, and societal institutions: An integrated framework. Organ. Stud. (2000) 21(3):487–513CrossrefGoogle Scholar
  • Lawrence P. R., Lorsch J. W.Organization and Environment (1967) (Harvard Business School Press, Boston, MA) Google Scholar
  • Lazear E. P.Personnel Economics (1995) (MIT Press, Cambridge, MA) Google Scholar
  • Lee K., Pennings J. M. Mimicry and the market: Adoption of a new organizational form. Acad. Management J. (2002) 45(1):144–162CrossrefGoogle Scholar
  • Lenz R. T. Environment, strategy, organization structure, and performance: Patterns in one industry. Strategic Management J. (1980) 1:209–226CrossrefGoogle Scholar
  • Lerner J. The syndication of venture capital investments. Financial Management (1994) 23:16–27CrossrefGoogle Scholar
  • Maister D. H.Managing the Professional Service Firm (1993) (Free Press, New York) Google Scholar
  • Malhotra N., Morris T., Hinings C. R., Greenwood R., Suddaby R. Variation in organizational form among professional service organizations. Research in the Sociology of Organizations: Professional Service Firms (2006) 24(JAI Press, Greenwich, CT) 171–202CrossrefGoogle Scholar
  • March J. G., Simon H. A.Organizations (1958) (Wiley, New York) Google Scholar
  • Mayo E.The Social Problems of an Industrial Civilization (1945) . Division of Research, Graduate School of Business Administration, Harvard University, Boston, MAGoogle Scholar
  • McKenna C. The world's newest profession: Management consulting in the twentieth century. Enterprise Soc. (2001) 2:673–679CrossrefGoogle Scholar
  • Miles R. E., Snow C. C.Organizational Strategy, Structure, and Process (1978) (McGraw-Hill, New York) Google Scholar
  • Miller D. Configurations of strategy and structure: Towards a synthesis. Strategic Management J. (1986) 7(3):233–249CrossrefGoogle Scholar
  • Miller D. Configurations revisited. Strategic Management J. (1996) 17:505–512CrossrefGoogle Scholar
  • Miller D., Friesen P. H. A longitudinal view of the corporate life cycle. Management Sci. (1984a) 30(10):1161–1183LinkGoogle Scholar
  • Miller D., Friesen P. H.Organizations: A Quantum View (1984b) (Prentice-Hall, Engelwood Cliffs, NJ) Google Scholar
  • Nadler D. A., Tushman M. L.Competing by Design: The Power of Organizational Architecture (1997) (Oxford University Press, New York) CrossrefGoogle Scholar
  • Ouchi W. G. Markets, bureaucracies, and clans. Admin. Sci. Quart. (1980) 25:129–141CrossrefGoogle Scholar
  • Pfeffer J., Salancik G. R.The External Control of Organizations: A Resource Dependence Perspective (1978) (Harper and Row, New York) Google Scholar
  • Podolny J. M., Page K. L. Network forms of organization. Annual Rev. Sociol. (1998) 24:57–76CrossrefGoogle Scholar
  • Polanyi M.The Tacit Dimension (1966) (Doubleday, Garden City, NY) Google Scholar
  • Porter M. E.Competitive Strategy (1980) (Free Press, New York) Google Scholar
  • Powell W. W., Staw B. M., Cummings L. L. Neither market nor hierarchy: Network forms of organization. Research in Organizational Behavior (1990) 12(JAI Press, Greenwich, CT) 295–336Google Scholar
  • Rumelt R. P.Strategy, Structure, and Economic Performance (1974) (Harvard University Press, Cambridge, MA) Google Scholar
  • Sahlman W. The structure and governance of venture-capital organizations. J. Financial Econom. (1990) 27:473–521CrossrefGoogle Scholar
  • Sahlman W. A., Gorman M. What do venture capitalists do? J. Bus. Venturing (1989) 4(4):231–248CrossrefGoogle Scholar
  • Sanchez R. Strategic flexibility in product competition. Strategic Management J. (1995) 16:135–159CrossrefGoogle Scholar
  • Sanchez R., Mahoney J. T. Modularity, flexibility, and knowledge management in product and organization design. Strategic Management J. (1996) 17:63–76CrossrefGoogle Scholar
  • Scott W. R.Organizations: Rational, Natural, and Open Systems (1992) (Prentice Hall, Englewood Cliffs, NJ) Google Scholar
  • Sherer P. D. Leveraging human assets in law firms: Human capital structures and organizational capabilities. Indust. Labor Relations Rev. (1995) 48:671–691CrossrefGoogle Scholar
  • Sherer P. D., Lee K. Institutional change in large law firms: A resource dependency and institutional perspective. Acad. Management J. (2002) 45(1):102–119CrossrefGoogle Scholar
  • Simon H. A.Administrative Behavior (1976) 3rd ed.(Macmillan, New York) Google Scholar
  • Starbuck W. H. Learning by knowledge-intensive firms. J. Management Stud. (1992) 29(6):713–740CrossrefGoogle Scholar
  • Suits D. B., Mason A., Chan L. Spline functions fitted by standard regression methods. Rev. Econom. Statist. (1978) 60(1):132–139CrossrefGoogle Scholar
  • Teece D. J. Expert talent and the design of professional services firms. Indust. Corporate Change (2003) 12(4):895–916CrossrefGoogle Scholar
  • Thompson J. D.Organizations in Action (1967) (McGraw-Hill, New York) Google Scholar
  • Warfield T. D., Wild J. J. Accounting recognition and the relevance of earnings as an explanatory variable for returns. Accounting Rev. (1992) 67(4):821–842Google Scholar
  • Wasserman N. The venture capitalist as entrepreneur: Characteristics and dynamics within VC firms. (2002) . Ph.D. thesis, Harvard University, Boston, MAGoogle Scholar
  • Wasserman N., Keister L. Upside-down venture capitalists and the transition toward pyramidal firms. Research in the Sociology of Work: Entrepreneurship (2005) (JAI Press, Greenwich, CT) 151–208Google Scholar
  • Weber M.From Max Weber: Essays in Sociology (1946 trans) (Oxford University Press, New York) Google Scholar
  • Williamson O. E.Markets and Hierarchies: Analysis and Antitrust Implications (1975) (Free Press, New York) Google Scholar
  • Zider B. How venture capital works. Harvard Bus. Rev. (1998) November–December):131–139Google 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.