This paper uses a large multi-country sample of venture capital firms to compare the approaches to investee valuation and sources of information used by venture capital investors in English, French and German legal systems as well as geographical regions. Different legal systems are...

Financial theory, resource-based theory and access to deal flow are used to explain syndication practices among European venture capital (VC) firms. The desire to share risk and increase portfolio diversification is a more important motive for syndication than the desire to access additional...

This paper provides a comparative examination of the consequences of leveraged buyouts (LBOs) and corporate takeovers on employment growth and wage growth. Employing both difference‐in‐differences combined with propensity score matching and the control function approach, we find evidence...

In this paper, we develop a multi-stage formative measurement model to investigate which factors constitute the corporate brand of a start-up as seen from within the firm (corporate identity) and as perceived from outside (corporate image). Furthermore, we propose a structural model for brand...

This paper presents a resource-based theoretical model for an extended version of the network success hypothesis. It derives four main hypotheses for the relationships between resources obtained from personal networks of the founders and a new venture's success. The model takes into account a...

The network success hypothesis assumes a positive relation between the networking activities of founders and their start-up’s success. The rationale behind this hypothesis is the theory of socially embedded ties that allow entrepreneurs to get resources cheaper than they could be obtained on...

This paper investigates the relationship between different types of personal experience and start-up success. We propose four extensions to earlier studies on the subject. First, we distinguish between management, technical, industry, and entrepreneurial experience of founders. Second, we...