Developing the selection and valuation capabilities through learning: The case of corporate venture capital

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Diversity is strategy: the effect of R&D team diversity on innovative performance (2017, unknown): “Skills diversity usually emerges from dealing with different issues and facing diverse sets of conditions, resulting in better abilities to find, integrate and use new knowledge and later developmental opportunities (Yang et al., 2009, Østergaard et al., 2011).”
Venture capital investments and the technological performance of portfolio firms (2016, unknown): “…investment decision, the source of venture capitalists’ competitive advantage rests on their selection capabilities, defined as their ability to identify the investee companies with the greatest growth potential (Dimov et al., 2007; Yang et al., 2009; Fitza et al., 2009; Park and Steensma, 2012).”
Towards Understanding Who Makes Corporate Venture Capital Investments and Why (2011, unknown): “In negotiating and approving investments, CVC groups with diverse experience will be less prone to decision biases and generate higher quality decisions (Yang et al., 2008).”
Capturing value from alliance portfolio diversity: The mediating role of R&D human capital in high and low tech industries (2017, background): “Skilled workers offer greater ability to find, integrate and use new tacit knowledge and later developmental opportunities (Yang et al., 2009).”