Blurring Firm Boundaries: The Role of Venture Capital in Strategic Alliances

By L. Lindsey. 2008

315 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics

View Paper: https://www.semanticscholar.org/paper/3be9d678f7b92207b72ce991cd60020740522597

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Citations in the corpus

Corporate Venture Capital, Value Creation, and Innovation (2014, unknown): “Further, IVCs are known to significantly contribute to entrepreneurial firms’ development: for example, they professionalize their management teams (Hellmann and Puri, 2002) and foster collaborative relationships through strategic alliances among their portfolio firms (Lindsey, 2008).”
The impact of venture capital on innovation behaviour and firm growth (2010, background): “They may push entrepreneurs to expand more aggressively into the market (Hellman and Puri 2000), support the professionalization of the organization (Hellman and Puri 2002; Bottazzi, Da Rin, and Hellmann 2008), or facilitate strategic alliances among firms in their own portfolio (Lindsey 2008).”
Strategic alliances, venture capital, and exit decisions in early stage high-tech firms (2013, unknown): “…start-up firm (Hellmann and Puri, 2002), from providing access to financial capital (Gompers and Lerner, 1999) and other portfolio companies with complementary assets (Lindsey, 2008), or from certifying the quality of the start-up (Carter and Manaster, 1990; Hsu, 2004; Megginson and Weiss, 1991).”
Do Corporate Venture Capitalists Add Value to Start‐Up Firms? Evidence from IPOs and Acquisitions of VC‐Backed Companies (2010, unknown): “In the regression equation of price multiples, we also include the age of the IPO firm (log(Firm age)), profitability, log(Sales), log(VC age), a dummy variable equal to one if the firm is in a high-tech industry (Tech) based on the classification by Loughran and Ritter (2004), and a dummy variable ”
Bankruptcy spillover effects on strategic alliance partners (2012, unknown): “Lindsey (2008) finds that one of the important value-added contributions of VCs is facilitating strategic alliances among portfolio firms.”
Venture Capital and Other Private Equity: A Survey (2011, unknown): “(Lindsey 2008) provides evidence that strategic alliances are more frequent among companies sharing a common venture capitalist, and that the effect is concentrated in alliances in which contracting problems are more pronounced [also see (Gompers and Xuan 2009)].”
Venture Capital Conflicts of Interest: Evidence from Acquisitions of Venture-Backed Firms (2010, unknown): “In addition to the beneficial impact of VC connections for the development of their portfolio companies (Lindsey, 2008; and Hochberg et al., 2007), an extensive network of private equity contacts can be very helpful in locating potential acquirers.”
Board Interlocks and the Propensity to be Targeted in Private Equity Transactions (2010, background): “More generally, our paper contributes to the growing stream of research on the effects of social networks in different areas of finance, such as venture capital (Sorenson and Stuart, 2001; Hochberg, Ljungqvist, and Lu, 2007), strategic alliances (Robinson and Stuart, 2007; Lindsey, 2008), and lendin”
The Impact of Venture Capital on the Productivity Growth of European Entrepreneurial Firms: 'Screening' or 'Value added' Effect? (2013, unknown): “Furthermore, VC-backed firms benefit from the network of contacts that may be provided by reputable, well-connected VCs (Hsu, 2006; Lindsey, 2008).”