Complementary theoretical perspectives on the dismissal of new venture team members

Article Abstract:

The relationship between venture capital firms and members of a new venture team can be explained by the interaction of the agency, power and institutional justice theory, especially in cases of dismissal of members of new venture teams. The dominance of venture capital firms in the management of the venture company is shown to be a function of the board seats controlled by the venture capital firm. Also, the effectivity of team members are enhanced by contractual covenants which delineates performance expectations.

Venture Capital Companies, Miscellaneous Intermediation, Investors, not elsewhere classified

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New venture teams' assessment of learning assistance from venture capital firms

Article Abstract:

Significant differences exist among new venture teams (NVTs) in their evaluation of business management and operational assistance. Venture capital firm (VC) involvement in entrepreneurial ventures is partially contingent upon the NVTs' willingness to learn. Successfully improving venture performance through nonfinancial assistance, on the other hand, partly depends on how NVTs value VC input.

Evaluation, Small business

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Differences between entrepreneurs and managers in large organizations: biases and heuristics in strategic decision-making

Article Abstract:

A study that examined variances in the decision-making processes that managers and entrepreneurs in large organizations use is presented. The study confirmed that entrepreneurs are more likely than managers to use heuristics and decision-making biases. The study's results show that the behavioral differences between entrepreneurs and managers are substantial.

Management Theory & Techniques, Research, Decision-making, Decision making, Practice, Executives, Businessmen

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