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.

 

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