Frontiers of Entrepreneurship
Research
1997 Edition
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NEW VENTURE ENTRY STRATEGY: AN ANALYSIS OF
VENTURE CAPITALISTS’ DECISION MAKING
Dean A. Shepherd,
Rensselaer Polytechnic Institute
INTRODUCTION
LITERATURE
REVIEW: NEW VENTURE STRATEGY
Stability of
Key Success Factors
Educational
Capability
Lead time
Competitive
Rivalry
Scope of
Entry
Entry
Wedge Mimicry
Industry Related
Competence
RESEARCH DESIGN
TABLE 1: Factors, Levels and
Definitions
DISCUSSION
TABLE 2: Level of Support for
Hypotheses
CONCLUSION
REFERENCES
ABSTRACT
This study addresses many of the limitations of previous
research assessing venture capitalists’ decision making, by
using theoretically justified criteria from new venture strategy
research to develop and empirically test a model of venture
capitalists’ decision making in the assessment of likely new
venture profitability.
© 1997 Babson College All Rights Reserved
Last Updated 06/01/98