On Resource Complementarity Among Startups, Accelerators, and Financial Investors: A Large-Scale Analysis of Sorting and Value Creation
References
- (2024) A new organizational structure database: Examining structure through top management team compositions. Working paper, Drexel University, Philadelphia.Google Scholar
- (2011) Cash-out or flameout! Opportunity cost and entrepreneurial strategy: Theory, and evidence from the information security industry. Management Sci. 57(10):1844–1860.Link, Google Scholar
- (2020) Early-stage venture incubation and mentoring promote learning, scaling, and profitability among disadvantaged entrepreneurs. Organ. Sci. 31(6):1560–1678.Link, Google Scholar
- (2021) Institutional change and early-stage start-up selection: Evidence from applicants to venture accelerators. Organ. Sci. 32(2):407–432.Link, Google Scholar
- (2018) Endogenous matching in university-industry collaboration: Theory and empirical evidence from the United Kingdom. Management Sci. 64(4):1591–1608.Link, Google Scholar
- (2017) Attracting early-stage investors: Evidence from a randomized field experiment. J. Finance 72(2):509–538.Crossref, Google Scholar
- (1987) Power and centrality: A family of measures. Amer. J. Sociol. 92(5):1170–1182.Crossref, Google Scholar
- (2010) What capital is missing in developing countries? Amer. Econom. Rev. 100(2):629–633.Crossref, Google Scholar
- (2016) Open innovation: Are inbound and outbound knowledge flows really complementary? Strategic Management J. 37(6):1034–1046.Crossref, Google Scholar
- (2017) Estimating value creation from revealed preferences: Application to value-based strategies. Strategic Management J. 38(10):1964–1985.Crossref, Google Scholar
- (2021) Generalist versus specialist CEOs and acquisitions: Two-sided matching and the impact of CEO characteristics on firm outcomes. Strategic Management J. 42(6):1184–1214.Crossref, Google Scholar
- (2013) What do accelerators do? Insights from incubators and angels. Innovations Tech. Governance Globalization 8(3–4):19–25.Crossref, Google Scholar
- (2019a) The role of accelerator designs in mitigating bounded rationality in new ventures. Admin. Sci. Quart. 64(4):810–854.Crossref, Google Scholar
- (2019b) The design of startup accelerators. Res. Policy 48(7):1781–1797.Crossref, Google Scholar
- (2021) The use of signals in new-venture financing: A review and research agenda. J. Management 47(1):237–259.Crossref, Google Scholar
- (2018) Entrepreneurial finance and the effects of restrictions on government R&D subsidies. Organ. Sci. 29(1):134–153.Link, Google Scholar
- (2020) Valuable choices: Prominent venture capitalists’ influence on startup CEO replacements. Management Sci. 66(3):1325–1350.Link, Google Scholar
- (2022) Experimentation, planning, and structure in early-stage ventures: Evidence from pitch decks. Strategic Entrepreneurship J. 16(3):425–459.Crossref, Google Scholar
- (2017) A review and road map of entrepreneurial equity financing research: Venture capital, corporate venture capital, angel investment, crowdfunding, and accelerators. J. Management 43(6):1820–1853.Crossref, Google Scholar
- (2023) Jockeys, horses or teams? The selection of startups by venture capitalists. J. Bus. Venturing Insights 19:e00383.Crossref, Google Scholar
- (2018) Estimating matching games with transfers. Quant. Econom. 9(1):1–38.Crossref, Google Scholar
- (2018) Unobserved heterogeneity in matching games. J. Political Econom. 126(4):1339–1373.Crossref, Google Scholar
- (1995) Optimal investment, monitoring, and the staging of venture capital. J. Finance 50(5):1461–1489.Crossref, Google Scholar
- (2020) How do venture capitalists make decisions? J. Financial Econom. 135(1):169–190.Crossref, Google Scholar
- (2018) The effects of business accelerators on venture performance: Evidence from start-up Chile. Rev. Financial Stud. 31(4):1566–1603.Crossref, Google Scholar
- (2004) Hackers & Painters: Big Ideas from the Computer Age (O’Reilly & Associates, Sebastopol, CA).Google Scholar
- (2020) Do accelerators work? If so, how? Organ. Sci. 31(2):378–414.Link, Google Scholar
- (2000) The interaction between product market and financing strategy: The role of venture capital. Rev. Financial Stud. 13(4):959–984.Crossref, Google Scholar
- (2015) Friends or foes? The interrelationship between angel and venture capital markets. J. Financial Econom. 115(3):639–653.Crossref, Google Scholar
- (2021) Angels and venture capitalists: Substitutes or complements? J. Financial Econom. 141(2):454–478.Crossref, Google Scholar
- (2016) Accelerating entrepreneurs and ecosystems: The seed accelerator model. Innovation Policy Econom. 16(1):25–51.Crossref, Google Scholar
- (2004) What do entrepreneurs pay for venture capital affiliation? J. Finance 59(4):1805–1844.Crossref, Google Scholar
- (2014a) The consequences of entrepreneurial finance: Evidence from angel financings. Rev. Financial Stud. 27(1):20–55.Crossref, Google Scholar
- (2014b) Entrepreneurship as experimentation. J. Econom. Perspect. 28(3):25–48.Crossref, Google Scholar
- (2018) Signaling for more money: The roles of founders’ human capital and investor prominence in resource acquisition across different stages of firm development. J. Bus. Venturing 33(4):438–454.Crossref, Google Scholar
- (2020) The lean startup method: Early-stage teams and hypothesis-based probing of business ideas. Strategic Entrepreneurship J. 14(4):570–593.Crossref, Google Scholar
- (2018) Who does (not) benefit from entrepreneurship programs? Strategic Management J. 39(1):85–112.Crossref, Google Scholar
- (2009) Complementary technologies, knowledge relatedness, and invention outcomes in high technology mergers and acquisitions. Strategic Management J. 31(6):602–628.Crossref, Google Scholar
- (2017) Why business angels reject investment opportunities: Is it personal? Internat. Small Bus. J. 35(5):519–534.Crossref, Google Scholar
- (2023) Opening the aperture: Explaining the complementary roles of advice and testing when forming entrepreneurial strategy. Organ. Sci. 35(1):1–26.Link, Google Scholar
- (2016) A two-sided matching approach for partner selection and assessing complementarities in partners’ attributes in inter-firm alliances. Strategic Management J. 37(1):206–231.Crossref, Google Scholar
- (2014) The dynamics of crowdfunding: An exploratory study. J. Bus. Venturing 29(1):1–16.Crossref, Google Scholar
- (2020) Interfirm ties between ventures and limited partners of venture capital funds: Performance effects in financial markets. Organ. Sci. 31(3):698–719.Link, Google Scholar
- (2022) Startup ventures and equity finance: How do business accelerators and business angels’ assess the human capital of socio-environmental mission led entrepreneurs? Innovation 25(4):371–395.Crossref, Google Scholar
- (2020) Benchmarking venture capital databases. Working paper, Technische Universität München (TUM), Munich, Germany.Google Scholar
- (2020) Different founders, different venture outcomes: A comparative analysis of academic and non-academic startups. Res. Policy 49(10):104062.Crossref, Google Scholar
- (2024) Demand pull versus resource push training approaches to entrepreneurship: A field experiment. Strategic Management J. 45(3):564–587.Crossref, Google Scholar
- (2014) Home run, strike out, or base hit: How do accelerators impact exit and VC financing in new firms? Acad. Management Annual Meeting Proc. (Academy of Management, New York).Google Scholar
- (2007) How smart is smart money? A two-sided matching model of venture capital. J. Finance 62(6):2725–2762.Crossref, Google Scholar
- (2001) Syndication networks and the spatial distribution of venture capital investments. Amer. J. Sociol. 10(6):1546–1588.Crossref, Google Scholar
- (1997) Differential evolution—A simple and efficient heuristic for global optimization over continuous spaces. J. Global Optim. 11(4):341–359.Crossref, Google Scholar
- (2016) The best of both worlds: The benefits of open-specialized and closed-diverse syndication networks for new ventures’ success. Admin. Sci. Quart. 61(3):393–432.Crossref, Google Scholar
- (2017) Firm performance and state innovation funding: Evidence from China’s Innofund program. Res. Policy 46(6):1142–1161.Crossref, Google Scholar
- (2003) The effects of human capital, organizational demography, and interpersonal processes on venture partner perceptions of firm profit and growth. J. Bus. Venturing 18(2):145–164.Crossref, Google Scholar
- (2019) How do accelerators impact the performance of high-technology ventures? Management Sci. 66(2):530–552.Link, Google Scholar

