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dc.contributor.authorManigart, Sophie
dc.contributor.authorSapienza, Harry J.
dc.contributor.authorVermeir, Wim
dc.date.accessioned2017-12-01T11:43:59Z
dc.date.available2017-12-01T11:43:59Z
dc.date.issued1996
dc.identifier.urihttp://hdl.handle.net/20.500.12127/138
dc.description.abstractThe rapid internationalization of markets for venture capital is expanding the funding alternatives available to entrepreneurs. At issue for both entrepreneurs and venture capital firms is how and when venture capitalists (VC) can provide meaningful oversight and add value to their portfolio companies beyond the provision of capital. An important way VCs add value beyond the money they provide is through their close relationships with the managers of their portfolio companies. Utilizing surveys of VCs in the US, the UK, the Netherlands, and France, the determinants of interaction between VCs and CEOs, the roles VCs assume, and VCs' perceptions of how much value they add through these roles are examined. The strategic, interpersonal, and networking roles through which VCs are involved in their portfolio companies are examined, and the success of such efforts are analyzed. VCs saw strategic involvement as their most important role.
dc.language.isoen
dc.subjectEntrepreneurial Finance
dc.titleVenture capitalist governance and value-added in four countries
dc.identifier.journalJournal of Business Venturing
dc.source.volume11
dc.source.issue6
dc.source.beginpage439
dc.source.endpage469
vlerick.knowledgedomainAccounting & Finance
vlerick.typearticleFT ranked journal article  
vlerick.vlerickdepartmentA&F
dc.identifier.vperid35884
dc.identifier.vperid141089
dc.identifier.vperid40274
dc.identifier.vpubid74


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