New venture strategy and profitability: A venture capitalist's assessment

By Dean A. Shepherd, Richard T. Ettenson, A. Crouch. 2000

185 citations recorded by the source corpus.

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What matters, matters differently: a conjoint analysis of the decision policies of angel and venture capital investors (2014, result): “In this regard, our results are consistent with similar conjoint designs (Choi and Shepherd 2004; Shepherd, Ettenson, and Crouch 2000).”
‘I Like How You Think’: Similarity as an Interaction Bias in the Investor–Entrepreneur Dyad (2011, methodology): “The effect sizes observed in this study, when viewed against similar conjoint studies involving venture capitalists (Shepherd et al., 2000) and Table I.”
Human capital theory and venture capital firms: exploring “home runs” and “strike outs” (2005, background): “…on VCs’ decision-making has investigated how VCs assess the prospects of a portfolio company in terms of profitability (e.g., Roure and Keeley, 1990; Shepherd, Ettenson, and Crouch, 2000), survival (e.g., Shepherd, 1999), and performance in general (e.g., Khan, 1987; Zacharakis and Meyer, 2000;…”
Unpacking the uncertainty construct: Implications for entrepreneurial action (2011, result): “In entrepreneurship research, for example, Choi and Shepherd (2004) employed conjoint analysis to consider how stakeholders evaluate a venture's newness, and Shepherd et al. (2000) investigated how venture capitalists assess the profitability of a new firm depending on its strategy.”