Criteria used by venture capitalists to evaluate new venture proposals

A questionnaire was administered to one hundred venture capitalists to determine the most important criteria that they use to decide on funding new ventures. Perhaps the most important finding from the study is direct confirmation of the frequently iterated position taken by the venture capital community that above all it is the quality of the entrepreneur that ultimately determines the funding decision. Five of the top ten most important criteria had to do with the entrepreneur's experience or personality. There is no question that irrespective of the horse (product), horse race (market), or odds (financial criteria), it is the jockey (entrepreneur) who fundamentally determines whether the venture capitalist will place a bet at all.The question is if this is the case, then why is so much emphasis placed on the business plan? In a business plan there is generally little to indicate the characteristics of the entrepreneur—it is generally devoted to a detailed discussion of the product/service, the market, and the competition. To us, the implications are obvious—such content is necessary, but not sufficient. The business plan should also show as clearly as possible that the “jockey is fit to ride” —namely, indicate by whatever feasible and credible means possible that the entrepreneur has staying power, has a track record, can react to risk well, and has familiarity with the target market. Failing this, he or she needs to be able to pull together a team that has such characteristics and show that he or she is capable of leading that team.Factor analysis of the results indicate that venture capitalists appear to assess ventures systematically in terms of six categories of risk to be managed. These are: risk of losing the entire investment: risk of being unable to bail out if necessary; risk of failure to implement the venture idea; competitive risk; risk of management failure; and risk of leadership failure.Finally, three clusters of venture capitalists were identified: those who carefully assess the competitive and implementation risks: those who seek easy bail out; and those who deliberately keep as many options open as possible.     

University Commercialization Strategies in the Development of Regional Bioclusters*

To analyze university contribution to economic development, the present study examines universities' technology transfer policies and their associated economic development impact. The article examines how a university defines itself as part of a region as well as what activities, if any, do university commercialization strategies in context of their regional environment affect spin‐off activity. Furthermore, this study explores the ways universities contribute to regional economic development by examining existing theories and analyzing universities' relationships with both government and industry in two regions. This study draws from Roberts and Malone's (1996) selectivity–support typology and highlights this article's argument by comparing the commercialization strategies of world‐class universities strategies in the development of regional biotechnology clusters in Massachusetts and in Connecticut. This article investigates the notion of whether universities can differently influence the economic development processes of the while still having successful commercial outcomes. These findings build on previous research ( Clarysse et al., 2005; Degroof and Roberts, 2004; Powers and McDougall, 2005 ), which argues that low support–low selectivity policies may be more suitable to entrepreneurially developed environments, whereas high support–high selectivity policies are more efficient in entrepreneurially underdeveloped environments. Masachusetts Institute of Technology (MIT) is located in a strong technopole region, whereby many of its support structures for spin‐off formation are provided by the regional infrastructure of the Cambridge–Boston region. In contrast, Yale University, which has an underdeveloped entrepreneurial context, has had to take a more proactive role in providing incubation capabilities to their spin‐off projects. This finding supports a contingent based perspective of academic entrepreneurship, whereby low support–low selectivity policies are more fitted to entrepreneurially developed environments, whereas high support–high selectivity policies are more efficient in entrepreneurially underdeveloped environments.     

An Analysis of Materiality and Reasonable Assurance: Professional Mystification and Paternalism in Auditing

Critical analyses of the audit profession have become more common in recent years. Many of these analyses focus on the entire audit profession in developing their criticisms and concerns. In this paper, the scope of analysis is narrowed to examine in depth the auditing profession's use of the concepts of reasonable assurance and materiality in audit performance and audit communications. Reasonable assurance and materiality are the terms that auditors use to describe the scope of their responsibility to the public. Similarly, reasonable assurance and materiality are the key determinants of audit effort. An overview of official guidance, practitioner reports, and academic research reveals that these two key concepts are not well specified nor are they consistently applied in audit practice. These findings are evaluated from two competing perspectives on professions – the traditional, functionalist perspective and the critical theorists' perspective. Evaluation from the latter perspective leads to a conclusion that the profession's use of these key terms to guide practice and communication leaves the profession open to charges of mystification and unjustified paternalism.     

The T-Group: Short cut or short circuit?

T-group or sensitivity training has become popular in recent years. A T -group includes eight to twelve people and a qualified leader; its purpose can be to provide therapy or to promote personal improvement or organization development. Beset by organizational problems, some top executives have instituted T-groups, thinking they may be a panacea. In some cases this approach has improved morale and even increased productivity. In other cases the hierarchical structure of the company has been damaged, economic gain has been condemned, and profits have been affected. T-groups can have a useful role if top management rationally decides the proper ends and means for this powerful tool.     

WORLDOUTLOOK

German monetary unification is expected to result in a major expansion in autonomous demand from East Germany. In economic terms this is equivalent to a fiscal shock to West Germany broadly similar to that experienced in the US in the early years of Mr. Reagan's Presidency. Led by the Bundes bank, the monetary authorities' response is again likely to be a tightening of policy, leading to several years of high real interest rates. Overall, the combined monetary-fiscal shock should strengthen growth with only moderate increases in inflation. Germany is expected to grow very rapidly in the -per cent range for several years, with only a slight upturn in inflation. Japan, after a pause over the next year, should be able to return to its under lying growth path fairly quickly. However the US situation is more precarious. FUN adjustment from the previous Reagan shock has not yet taken place, leaving the US vulnerably dependent on increasingly scarce imported capital. In the absence of a significant *peace dividend: the result is the necessity of continued tight policy and sluggish growth in the American economy. US growth stays around 2 per cent, but this allows a substantial reduction in the current account deficit.     

Intrinsic Motivations of Public Sector Employees: Evidence for Germany

We examine differences in altruism and laziness between public sector employees and private sector employees. Our theoretical model predicts that the likelihood of public sector employment increases with a worker's altruism, and increases or decreases with a worker's laziness depending on his altruism. Using questionnaire data from the German Socio‐Economic Panel Study, we find that public sector employees are significantly more altruistic and lazy than observationally equivalent private sector employees. A series of robustness checks show that these patterns are stronger among higher educated workers; that the sorting of altruistic people to the public sector takes place only within the caring industries; and that the difference in altruism is already present at the start of people's career, while the difference in laziness is only present for employees with sufficiently long work experience.     

Entrepreneurship, Innovation and Industrial Development: Geography and the Creative Field Revisited

Creative destruction is a central element of the competitive dynamic of capitalism. This phenomenon assumes concrete form in relation to specific geographical and historical conditions. One such set of conditions is investigated here under the rubric of the creative field, i.e. the locationally-differentiated web of production activities and associated social relationships that shapes patterns of entrepreneurship and innovation in the new economy. The creative field operates at many different levels of scale, but I argue that the urban and regional scale is of special interest and significance. Accordingly, I go on to describe how the creative field functions as a site of (a) entrepreneurial behavior and new firm formation, (b) technical and organizational change, and (c) the symbolic elaboration and re-elaboration of cultural products. All of these activities are deeply structured by relations of spatial-cum-organizational proximity and separation in the system of production. The creative field, however, is far from being a fully self-organizing entity, and it is susceptible to various kinds of breakdowns and distortions. Several policy issues raised by these problems are examined. The paper ends by addressing the question as to whether industrial agglomeration is an effect of producers’ search for creative synergies, or whether such synergies are themselves simply a contingent outcome of agglomeration.     

Boundary-crossing and the localization of capabilities in a Japanese multinational firm

We conducted a case study to explore the challenges encountered by a foreign subsidiary of a Japanese multinational firm when localizing its organizational capabilities in China. Drawing on the concepts of boundaries and boundary-crossing, we identify pragmatic and cultural knowledge boundaries, which denied opportunities for the host-country employees to contribute their local expertise to augment the firm's core capabilities within the domains of research and development and operational protocols. However, within those domains that were regarded as complementary to or peripheral to the firm's core capabilities, host-country employees were granted more scope to cross the associated pragmatic boundaries.