Swimming with Sharks: Technology Ventures, Defense Mechanisms and Corporate Relationships

By Riitta Katila, Jeff D. Rosenberger, Kathleen M. Eisenhardt. 2008

746 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/00dc4b6b929b03e5792da316ec4e76da6bbc7d38

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Citations in the corpus

Chapter 2 Resource dependence theory: Past and future (2010, background): “, 2006), and gaps in the theory are being filled (Katila et al., 2008).”
Aspirations, Innovation, and Corporate Venture Capital: A Behavioral Perspective (2012, background): “18 decision to adopt or terminate a CVC unit may be influenced by the availability of investment opportunities in start-ups (Katila et al., 2008).”
Governmental venture capital in Europe: Screening and certification (2016, background): “It is in the interest of GVC firms to select 1 This problem is particularly relevant in the context of corporate VC (Dushnitsky and Lenox 2005; Katila et al. 2008). recipients that can generate high investment returns in the future.”
Financing technology-based small firms in Europe: what do we know? (2012, background): “12 See also Maula and Murray (2002), Katila et al. (2008) and Narayanan et al. (2009) for a comparison between CVC and IVC. sorting skills.”
Beyond environmental scarcity: Human and social capital as driving forces of bootstrapping activities (2014, positive): “In addition to prior entrepreneurial experience, the entrepreneurship literature has highlighted the importance of general managerial skills gained from work experience in established organizations (e.g., Kim et al., 2006).”
Ownership of Corporations (2016, background): “However, Katila, Rosenberger, and Eisenhardt (2008) also introduced what they described as the “sharks dilemma”: How does the firm balance the benefit of new resources against the concurrent dependence that may be created by a new relationship?”
Corporate Venture Capital as a Window on New Technologies: Implications for the Performance of Corporate Investors When Acquiring Startups (2009, background): “likened partnerships with corporate venture capitalists to "swimming with sharks" (Katila et al. 2008).”
The throne vs. the kingdom: Founder control and value creation in startups (2017, background): “…resource providers—such as corporate investment relationships, alliances, or joint ventures (e.g., Gulati and Sytch, 2007; Gulati and Wang, 2003; Katila, Rosenberger, and Eisenhardt, 2008; Ozcan and Eisenhardt, 2009)—this study focuses on resource providers who become part of the internal…”
Alliance Capabilities (2015, background): “More recently, however, Katila, Rosenberger, and Eisenhardt (2008) and Diestre and Rajagopalan (2012) have argued that smaller (entrepreneurial) firms are at greater risk of being exploited by their more powerful partners, suggesting that postformation financial outcomes may indeed be asymmetric,…”
Resource Dependence Theory: A Review (2009, background): “Finally, Katila, Rosenberger, and Eisenhardt (2008) examine the possibility of resource misappropriation in interorganizational relationships and the need to consider both resource requirements and defense mechanisms for smaller partners.”
Life in the fast lane: Origins of competitive interaction in new vs. established markets (2010, positive): “Thus, rivals can make competitive moves that overtake or outmaneuver entrenched firms (Teece, 1986; Katila, Rosenberger, and Eisenhardt, 2008).”
Friends and Foes: The dynamics of dual social structures (2014, background): “This counterargument draws on the view that any form of contact, even collaboration, could propagate future conflict, because many relationships entail at least some level of competitive friction (Katila et al., 2008; Khanna et al., 1998).”
Catalyzing Strategies and Efficient Tie Formation: How Entrepreneurial Firms Obtain Investment Ties (2012, background): “…ties including equity relationships (e.g., Ozcan & Eisenhardt, 2009; Zott & Huy, 2007), largesample research on entrepreneurial tie formation (Hallen, 2008; Hsu, 2004; Katila et al., 2008), and research on investor decision processes (Bruno & Tyebjee, 1985; Chen et al., 2009; Kirsch et al., 2008).”
Rotating Leadership and Collaborative Innovation (2011, background): “Yet many collaborating organizations use other forms of intellectual property protection, such as trade secrets (Katila, Rosenberger, and Eisenhardt, 2008), and pursue other outcomes, such as novel products (Katila, 2002).”
Effects of Search Timing on Innovation: The Value of Not Being in Sync with Rivals (2008, background): “They typically start searching in the same area and crowd it (cf. Katila, Rosenberger, and Eisenhardt, 2008).”