Skip to main content
Log in

Learning from own and others’ previous experience: the contribution of the venture capital firm to the likelihood of a portfolio company’s trade sale

  • Published:
Small Business Economics Aims and scope Submit manuscript

Abstract

The objective of this paper is to examine to what extent different venture capital firms contribute to the likelihood that the portfolio company in which they invested will realize a trade sale. We use arguments from learning theory to hypothesize the relationship between vicarious, experiential and congenital learning of the venture capital (VC) firm and the trade sale hazard of its portfolio companies. Based on our analysis of 206 VC-backed UK start-ups, we find that both trade sale experience of the VC and learning from syndicate partners with trade sale experience significantly increase the trade sale hazard. The routines and procedures learned from experienced syndicate partners complement experience accumulated through trial and error. Congenital trade sale experience of the investment managers on the contrary has no significant influence on the acquisition hazard.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Fig. 1
Fig. 2

Similar content being viewed by others

Notes

  1. We interviewed one investment manager from each of the following VC firms: Imperial Innovations, Index Ventures, Amadeus Capital, Debaeque Venture Capital, Alta Partners, Allegis Capital, VentureScout and Aster Capital.

  2. In one case, a VC told us that the preferred liquidation rights in their initial shareholder agreements were so aggressive that only afterwards they realized that the entrepreneurs in a potential trade sale would keep less than 5% of the value added, which they then had to share with the management. In a number of portfolio companies, this had explained why the entrepreneurs were so passive in looking for trade sale opportunities or even neglected opportunities.

References

  • Allison, P. D. (1990). Event history analysis: Regression for longitudinal event data. Sage: Newbury Park.

    Google Scholar 

  • Barry, C. B., Mucarella, C. J., Peavy, J. W., & Vetsuypers, M. R. (1990). The role of venture capital in the creation of public companies. Journal of Financial Economics, 27, 447–471.

    Article  Google Scholar 

  • Baum, J. A. C., & Silverman, B. S. (2004). Picking winners or building them? Alliance, intellectual, and human capital as selection criteria in venture financing and performance of biotechnology startups. Journal of Business Venturing, 19(3), 411–436.

    Article  Google Scholar 

  • Benson, D., & Ziedonis, R. H. (2009). Corporate venture capital as a window on new technologies: Implications for the performance of corporate investors when acquiring startups. Organization Science, 20(2), 329–351.

    Article  Google Scholar 

  • Bottazzi, L., & Da Rin, M. (2002). Venture capital in Europe and the financing of innovative companies. Economic Policy, 34, 229–269.

    Article  Google Scholar 

  • Brander, J., Amit, R., & Antweiler, W. (2002). Venture-capital syndication: Improved venture selection vs. the value-added hypothesis. Journal of Economics & Management Strategy, 11(3), 423–452.

    Article  Google Scholar 

  • Busenitz, L., Fiet, J., & Moesel, D. (2004). Reconsidering the venture capitalists’ “value added” proposition: An interorganizational learning perspective. Journal of Business Venturing, 19(6), 787–807.

    Article  Google Scholar 

  • Cooper, A., GimenoGascon, F., & Woo, C. (1994). Initial human capital and financial capital as predictors of new venture performance. Journal of Business Venturing, 9(5), 371–395.

    Article  Google Scholar 

  • Cox, D. R. (1972). Regression models and life-tables. Journal of the Royal Statistical Society: Series B, 34, 187–220.

    Google Scholar 

  • Cumming, D., & MacIntosh, J. (2003). A cross-country comparison of full and partial venture capital exits. Journal of Banking & Finance, 27(3), 511–548.

    Article  Google Scholar 

  • Cyert, R. M., & March, J. (1963). A behavioural theory of the firm. Englewood Cliffs, NJ: Prentice-Hall.

    Google Scholar 

  • Davila, A., Foster, G., & Gupta, M. (2003). Venture capital financing and the growth of startup firms. Journal of Business Venturing, 18(6), 689–708.

    Article  Google Scholar 

  • De Clercq, D., & Dimov, D. (2008). Internal knowledge development and external knowledge access in venture capital investment performance. Journal of Management Studies, 45(3), 585–612.

    Article  Google Scholar 

  • Dimov, D., & Shepherd, D. (2005). Human capital theory and venture capital firms: exploring “home runs” and “strike outs”. Journal of Business Venturing, 20(1), 1–21.

    Article  Google Scholar 

  • Ehrlich, S., de Noble, A., Moore, T., & Weaver, R. (1994). After the cash arrives—a comparative study of venture capital and private equity involvement in entrepreneurial firms. Journal of Business Venturing, 9(1), 67–82.

    Article  Google Scholar 

  • Eisenhardt, K., & Schoonhoven, C. (1990). Organizational growth—Linking founding team, strategy, environment, and growth among United-States semiconductor ventures, 1978–1988. Administrative Science Quarterly, 35(3), 504–529.

    Article  Google Scholar 

  • Fried, V., & Hisrich, R. (1995). The venture capitalist—A relationship investor. California Management Review, 37(2), 101–113.

    Article  Google Scholar 

  • Gans, J., Hsu, D., & Stern, S. (2002). When does start-up innovation spur the gale of creative destruction? Rand Journal of Economics, 33(4), 571–586.

    Article  Google Scholar 

  • Giot, P., & Schwienbacher, A. (2007). IPOs, trade sales and liquidations: Modelling venture capital exits using survival analysis. Journal of Banking & Finance, 31(3), 679–702.

    Article  Google Scholar 

  • Gompers, P. (1996). Grandstanding in the venture capital industry. Journal of Financial Economics, 42(1), 133–156.

    Article  Google Scholar 

  • Graebner, M. (2004). Momentum and serendipity: How acquired leaders create value in the integration of technology firms. Strategic Management Journal, 25(8–9), 751–777.

    Article  Google Scholar 

  • Hansen, M. (1999). The search-transfer problem: The role of weak ties in sharing knowledge across organization subunits. Administrative Science Quarterly, 44(1), 82–111.

    Article  Google Scholar 

  • Higgins, M., & Gulati, R. (2006). Stacking the deck: The effects of top management backgrounds on investor decisions. Strategic Management Journal, 27(1), 1–25.

    Article  Google Scholar 

  • Hochberg, Y., Ljungqvist, A., & Lu, Y. (2007). Whom you know matters: Venture capital networks and investment performance. Journal of Finance, 62(1), 251–301.

    Article  Google Scholar 

  • Hopp, C. (2010). When do venture capitalists collaborate? Evidence on the driving forces of venture capital syndication. Small Business Economics, 35(4), 417–431.

    Article  Google Scholar 

  • Huber, G. P. (1991). Organizational learning: The contributing processes and the literatures. Organization Science, 2, 88–115.

    Article  Google Scholar 

  • Ingram, P., & Baum, J. (1997). Opportunity and constraint: Organizations’ learning from the operating and competitive experience of industries. Strategic Management Journal, 18, 75–98.

    Article  Google Scholar 

  • Jaaskelainen, M., Maula, M., & Seppa, T. (2006). Allocation of attention to portfolio companies and the performance of venture capital firms. Entrepreneurship Theory and Practice, 30(2), 185–206.

    Article  Google Scholar 

  • Kim, J., & Miner, A. (2007). Vicarious learning from the failures and near-failures of others: Evidence from the US commercial banking industry. Academy of Management Journal, 50(3), 687–714.

    Article  Google Scholar 

  • Kim, J., Kim, J., & Miner, A. (2009). Organizational learning from extreme performance experience: The impact of success and recovery experience. Organization Science, 20(6), 958–978.

    Article  Google Scholar 

  • Knockaert, M., Lockett, A., Clarysse, B., & Wright, M. (2006). Do human capital and fund characteristics drive follow-up behaviour of early stage high-tech VCs? International Journal of Technology Management, 34(1–2), 7–27.

    Article  Google Scholar 

  • Lant, T., & Mezias, S. (1990). Managing discontinuous change—a simulation of organizational learning and entrepreneurship. Strategic Management Journal, 11, 147–179.

    Google Scholar 

  • Lant, T., & Montgomery, D. (1987). Learning from strategic success and failure. Journal of Business Research, 15(6), 503–517.

    Article  Google Scholar 

  • Large, D., & Muegge, S. (2008). Venture capitalists’ non-financial value added: An evaluation of the evidence and implications for research. Venture Capital, 10(1), 21–53.

    Article  Google Scholar 

  • Lerner, J. (1994). Venture capitalists and the decision to go public. Journal of Financial Economics, 35(3), 293–316.

    Article  Google Scholar 

  • March, J. (1991). Exploration and exploitation in organizational learning. Organization Science, 2, 71–87.

    Article  Google Scholar 

  • Megginson, W., & Weiss, K. (1991). Venture capitalist certification in initial public offerings. Journal of Finance, 46(3), 879–903.

    Article  Google Scholar 

  • Meyer, J., & Rowan, B. (1977). Institutionalized organizations—formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340–363.

    Article  Google Scholar 

  • Murray, G. (1996). A synthesis of six exploratory, European case studies of successfully exited, venture capital financed, new technology-based firms. Entrepreneurship Theory and Practice, 20(4), 41–60.

    Google Scholar 

  • Nahata, R. (2008). Venture capital reputation and investment performance. Journal of Financial Economics, 90(2), 127–151.

    Article  Google Scholar 

  • Porrini, P. (2004). Can a previous alliance between an acquirer and a target affect acquisition performance? Journal of Management, 30(4), 545–562.

    Article  Google Scholar 

  • Reuer, J., & Ragozzino, R. (2008). Adverse selection and M&A design: The roles of alliances and IPOs. Journal of Economic Behavior & Organization, 66(2), 195–212.

    Article  Google Scholar 

  • Sapienza, H. (1992). When do venture capitalists add value. Journal of Business Venturing, 7(1), 9–27.

    Article  Google Scholar 

  • Sapienza, H. J., & Timmons, J. A. (1989). The roles of venture capitalists in new ventures: What determines their importance? Academy of Management Best Paper Proceedings, 74–78.

  • Sapienza, H., Manigart, S., & Vermier, W. (1996). Venture capitalist governance and value added in four countries. Journal of Business Venturing, 11(6), 439–469.

    Article  Google Scholar 

  • Schefczyk, M. (2001). Determinants of success of German venture capital investments. Interfaces, 31(5), 43–61.

    Google Scholar 

  • Schefczyk, M., & Gerpott, T. (2001). Management support for portfolio companies of venture capital firms: An empirical study of German venture capital investments. British Journal of Management, 12(3), 201–216.

    Article  Google Scholar 

  • Sorensen, M. (2007). How smart is smart money? A two-sided matching model of venture capital. Journal of Finance, 62(6), 2725–2762.

    Article  Google Scholar 

  • Timmons, J., & Bygrave, W. (1986). Venture capital’s role in financing innovation for economic growth. Journal of Business Venturing, 1, 161–176.

    Article  Google Scholar 

  • Wright, M., & Lockett, A. (2003). The structure and management of alliances: Syndication in the venture capital industry. Journal of Management Studies, 40(8), 2073–2102.

    Article  Google Scholar 

  • Yang, Y., Narayan, V., & Zahra, S. (2009). Developing the selection and valuation capabilities through learning : The case of corporate venture capital. Journal of Business Venturing, 24, 261–273.

    Article  Google Scholar 

Download references

Acknowledgments

The authors greatly acknowledge the financial contribution of STOIO. We also value the comments of the participants at the Imperial College Business School Research seminar series on previous versions of this paper and the participants of the Gimv PE special workshop at the Vlerick Leuven Gent Management School in preparation of this special issue.

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Annelies Bobelyn.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Clarysse, B., Bobelyn, A. & del Palacio Aguirre, I. Learning from own and others’ previous experience: the contribution of the venture capital firm to the likelihood of a portfolio company’s trade sale. Small Bus Econ 40, 575–590 (2013). https://doi.org/10.1007/s11187-011-9381-0

Download citation

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s11187-011-9381-0

Keywords

JEL Classifications

Navigation