<div>Entrepreneurial ventures face a trade-off when receiving corporate venture capital (CVC) financing. They need to give sufficient control rights to motivate and enable corporate investors to provide exclusive resources. However, giving control rights to CVCs whose strategic goals could cause a conflict of interest and lead to opportunism also puts the ventures at risk. This dissertation shows that third-party involvement with the design of passive control rights can be a solution to the trade-off.</div><div><br></div><div><div>By examining venture capital financing contracts in high-tech industries, Essay 1 found that veto power, a prevailing passive control right, of the third party can protect the vulnerable side in the cooperation without hurting the other side’s incentive to contribute. Moreover, two types of veto rights are identified and found to have diverse responses to conflict-of-interest factors in CVC-entrepreneur relationships. The effects of knowledge overlap, CVC parents’ research and development capability, and ventures’ technological quality on the liable third party’s veto power are studied. With a focus on the function of passive control rights, Essay 2 and Essay 3 maintain that allocating control rights can significantly affect the innovation of both CVC corporate parents and CVC-backed ventures under difference contingencies. In particular, as the aforementioned dilemma increases when CVCs’ corporate parents and portfolio firms are competing in product markets, Essay 2 shows that ventures’ innovation performance can benefit from granting CVCs strong active control rights in the condition of low product market overlap and from granting CVCs strong passive control rights within a high product market overlap.</div></div><div><br></div><div><div>On the other hand, Essay 3 shows that CVCs’ control rights will moderate the inverted Ushaped relationship between knowledge overlap and the innovation performance of the corporate parents such that the positive effect of knowledge overlap on CVC parents’ innovation at lower levels of knowledge similarity will be less positive, and the negative effect of knowledge overlap on CVC parents’ innovation at higher levels of knowledge similarity will be less negative, for CVCs with greater control power over their portfolio ventures. Moreover, the moderating effect of active control right is stronger than the moderating effect of passive control right under high degree of technological knowledge overlap between a CVC parent and the CVC’s portfolio ventures. Meanwhile, the moderating effect of passive control rights is stronger than the moderating effect of active control right under high degree of technological knowledge overlap between a CVC parent and the CVC’s portfolio ventures.</div></div>

After the 2008 global financial tsunami, the global economy has been undergoing a ¡§great recession¡¨, and it has a tremendous impact on Taiwan's venture capital industry. Not only overall investment, but also financing is descending rapidly. Although Taiwan has always performed well in the field of venture capital, it encounters many setbacks nowadays, such as ¡§Hard to find the target.¡¨,¡¨ Recession of capital market.¡¨, ¡§Narrowest Cash-out. ¡¨ and "Major innovations take longer and more resources." etc. These problems are difficult to overcome. Therefore, to spend money on the cutting edge, investing in professional fields is the best policy of venture capital, and it requires of venture capital institutions substantial accumulation of professional knowledge in the specific fields as well as industrial integration capabilities. Scholars have put forth the view that corporate venture capital and independent venture capital must learn from each other. How to dominate the standards of investment industry , how to make the global positioning strategy, whether corporate venture capital needs to meet the overall strategy, and venture capital strategy , organizing, management methods. These are key issues for corporate venture capital. Intel capital is the world's largest science and technology intensive venture capital. This study will draw on its experience of successful and unique investment, combined with the concept of open innovation¡Asuggesting that corporate venture capital in Taiwan take "innovation intermediary" mode which will not only reduce investment risk and but also investment cost.

BenQ was founded in1984,the business income was NTD 300 million during the initial period of years and her core business was merely to produce computer components. Her sales income has achieved to NTD 174.7 billion till 2004 after merging her subsidiary companies. Over the past 20 years, the employees increased to more than 13,000 as a global enterprise distributing more than 30 countries. In addition, the sales income has increased 582 times than she was founded. Therefore, the way of BenQ success was a model for the enterprise growth. In order to research the model and the experiences that the enterprise grows, this research uses BenQ as case study thoroughly studies in her nearly more than 20 years growth processes and how she used each strategy activity to achieve the enterprise growth goal. According to BenQ¡¦s success of new business development, this research constructs set of universalized new business development model, the flow, the process, and product life cycle backward vertical integration model. It was discovered that the corporate venture capital played an important role and function to provide the enterprises growth strategy when enterprise is growing.

My dissertation is focused on developing a better understanding of the technology and innovation strategies of corporations and their impacts on firm performance. I am particularly interested in corporate venture capital (CVC), which serves as a strategy for accessing external technology for corporate investors and as an alternative source of financing and complementary assets for start-ups. I have investigated the conditions under which corporate investors and start-ups achieve the strategic goals by establishing CVC ties, and on estimating the technological and financial gains created by the CVC ties. Specifically, I have concentrated on when and where CVC ties are established in order to maximize economic value. The former relates to a timing issue, whereas the latter is a space issue of CVC investments. In the first essay, I examine corporate investors' decisions to establish CVC ties and their subsequent strategic actions. Consistent with the real options perspective on CVC investments, I find that CVC investments can help corporate investors effectively search for and select future acquisition or licensing partners by reducing asymmetric information and uncertainty that may characterize markets for technology. Specifically, CVC investments facilitate the external acquisition of technology by substituting for a corporate investor's absorptive capacity, as reflected by its upstream research capabilities. CVC investments instead complement the portfolio of internally generated new products, since they allow highly productive corporate investors to shift their focus onto exploratory initiatives with the objective of selecting future technology and partners. Finally, CVC investments facilitate exploratory investments in distant technological areas that are subsequently integrated through licensing or acquisitions. These findings contribute to emerging research on the organization and financing patterns of external R&D activities. In the second essay, I investigate the nature of the relationship between technological spillovers and capital gains created by CVC investments for corporate investors. Using a simple equilibrium model and data from the global bio-pharmaceutical industry between 1986 and 2007, I find that these technological spillovers and capital gains are complements. This complementarity is enhanced when CVC investments are made in post-IPO and technologically diversified start-ups. Beyond providing a broad benchmark for heterogeneous returns on CVC investments, this study has important implications for corporate investors and start-ups. In particular, to the extent that capital gain is greatly determined by changes in the market values of start-ups, it implies that CVC investments can create value for start-ups as well as corporate investors. These mutual benefits can be greatly determined by when (e.g., post-IPO start-ups) and where (e.g., technologically diversified start-ups) CVC investments are made. In the third essay, I analyze the contextual factors that impact the probability of start-ups' obtaining financing through independent venture capitalists and corporate investors. The systematic empirical evidence based on a three-stage game theoretic model suggests that start-ups that possess better evaluated technology tend to be financed through independent venture capitalists, rather than corporate investors. In contrast, start-ups tend to be financed through corporate investors, rather than independent venture capitalists, when their intellectual properties are effectively protected and their research pipelines contain multiple products. These findings provide a theoretical basis to explain why several types of investors co-exist in the entrepreneurial financing market. Moreover, the existence of such determinants indicates that, although investors traditionally have been viewed as the powerful partner that dominates the investment decision, start-ups are also active decision makers in investment ties.

Background and Purpose: In the past years, Corporate Venture Capital (CVC) investments have substantially gained relevance. Corporations engage in this practice to reap strategic benefits that are usually only associated with entrepreneurial ventures and thereby drive innovation. While the success of CVC investments is undisputed, scholars have failed to provide a full description of the process that leads to the creation of strategic value for corporations. Therefore, we want to investigate the strategic value creation process in CVC and build a comprehensive framework thereof. The research question is thus: What is the process through which corporations create strategic value in CVC investments? Methodology: In line with pragmatism, we chose the methods best suited to answer the research question: Primary data will be obtained in face to face interviews with key individuals involved in the strategic value creation process in Husqvarna Group Ventures. Following methods from Morse (1994) and Alvesson &amp; Kärreman (2011), we then analyse the data in a dialogue with our frame of reference. After the identification of a breakdown, an unexpected result that cannot be explained by current academia, we continue to build the framework applying two interpretive repertoires. To do so, we combine our findings with the fragmented existing literature to depict the strategic value creation process. Findings: We find that scholars have overlooked the complexity of the knowledge transfer, which is an integral part of strategic value creation. The CVC unit cannot directly access knowledge in their portfolio firms; instead, an active and involved effort needs to be made by the corporate to create learning opportunities, which can then be transformed into strategic value. The key to accessing knowledge can be found in what we call the knowledge sharing mechanism: An intricate interplay of relationships between the CVC unit and the portfolio firm. We find that corporates significantly commit to activities to build an environment that facilitates voluntary, reciprocal knowledge sharing. Conclusion: Business units must establish and maintain interpersonal relationships with their portfolio firms to meet corporate objectives of innovation and strategic value creation through CVC. The relationship acts a channel for the knowledge transfer, and by extension, as an enabler of strategic value creation. We fill a gap in the existing literature and provide an all-encompassing framework depicting the strategic value creation process of CVC investments with a focus on the relationships between the CVC unit and the portfolio firm. Researchers have neglected this aspect until now.

This dissertation explores the influence of corporate venture capital (CVC) on the innovation of startups. Applying the ordinary least squares (OLS) regression and propensity score matching approach to the CVC investment data on China’s listed companies, we document that the CVC investment can determine the innovation level of startups.For further insight, invention patents and utility patents will be considered, in addition to a separate examination of the number of patent applications and patent grants. It is found that CVC participation, the number of CVC syndicate investors, and the level of CVC involvement, all have significantly positive effects on the total patent applications, total patent grants, utility patent applications, and utility patent grants in those listed startups after four years of their Initial Public Offering. However, CVC investments have no significant influence on the number of invention patent applications and patent grants. This result indicates that the influence of CVC investments on the innovation level of startups is still in the preliminary stage, and CVC investments only slightly affect the development of more challenging invention patents. / Business Administration/Finance

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In today's competitive market, innovation stands as a cornerstone of organisational success, with Corporate Venture Capital (CVC) emerging as a pivotal tool for injecting innovative ideas and technologies into established corporations. However, maintaining strategic focus within CVCs presents notable challenges. This thesis delves into the complicated dynamics of how CVCs can effectively navigate their strategic objectives while delivering value to both their parent companies and startups. Collaborating with Company Z, this research employs a robust qualitative approach to ensure the validity and reliability of its findings. Through qualitative methods, this study develops a comprehensive framework aimed at offering a structured yet flexible approach, empowering CVCs to optimise their operations, foster innovation, and sustain long-term success. The research design encompasses interviews segmented into "pre-study" and "main" phases. The pre-study phase involves unstructured interviews with Company Z to establish foundational insights and identify key challenges and themes. Subsequently, semi-structured main interviews delve deeper into these themes, allowing for flexibility while maintaining consistency. From the literature review and pre-study interviews, four components emerged as critical for strategic success: Organisational structure, Governance, Investment process, and Performance metrics. Building on these insights, this study develops a framework with actionable insights and practical solutions to assist CVCs in navigating the complexities of strategic alignment and value creation across these five themes. By examining organisational structure, governance, investment practices, performance metrics and sustainability this study offers insights into optimising communication, fostering sustainability, and building high-performing teams. Inspired by the concept of 'simple rules,' this framework provides a comprehensive guide for navigating the intricacies of CVC operations, ensuring alignment with parent company objectives while driving innovation and strategic growth.

Henkel's New Business team is a corporate venturing unit that explores corporate entrepreneurial activities on behalf of Henkel Adhesives Technologies. The new business ideas are implemented through one of these models: incubator, venturing or innovation ecosystem. In current practice, there is no systematic framework in place to choose the implementation model. The goal of the thesis is to propose a framework for choosing the most appropriate model for implementation of a new business idea in Henkel. The thesis approaches the topic on practical and theoretical grounds. The first part outlines the related literature and theoretical focus. The literature covers definitions and theories of incubator, corporate venturing, corporate venture capital, innovation ecosystem and investment decision-making process. The practical approach relates to the company case studies of Philips, 3M and BASF. In this thesis, each model is analyzed based on a broad literature review, case studies and personal interviews with experts. The second part is the main discussion and analysis of the topic assembling with practical examples in Henkel. It comes to a recommendation that Henkel should prioritize and choose the most appropriate model for the new business proposal after the "concept scoping" stage, and before detailed investigation. It also proposes a scorecard framework that entails 14 key criteria for choosing the mode: degree of market competition, potential disruptiveness, technological risk, time to market, strategic alignment, degree of customization, dependency of related industries, technological newness of related industries, idea source, protectability of intellectual property, internal expertise, technological competence, commercial competence and parenting advantages. Furthermore, a new business developing strategy matrix is constructed based on two dimensions: strategic importance and operational relatedness. It is to further check the accuracy and validity of the results from the scorecard framework. Finally, it is suggested that future research can be done to improve the framework by adding weightings and scale of each criteria within the framework.

Submitted by charlotte jacobs (charlottejacobs.cj@gmail.com) on 2015-09-10T17:46:17Z No. of bitstreams: 1 Master Thesis Final Version - Admin.pdf: 1191432 bytes, checksum: db40c711ee427f3d470b11d6d1b47aad (MD5) / Approved for entry into archive by ÁUREA CORRÊA DA FONSECA CORRÊA DA FONSECA (aurea.fonseca@fgv.br) on 2015-09-10T19:47:33Z (GMT) No. of bitstreams: 1 Master Thesis Final Version - Admin.pdf: 1191432 bytes, checksum: db40c711ee427f3d470b11d6d1b47aad (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2015-09-16T17:29:24Z (GMT) No. of bitstreams: 1 Master Thesis Final Version - Admin.pdf: 1191432 bytes, checksum: db40c711ee427f3d470b11d6d1b47aad (MD5) / Made available in DSpace on 2015-09-16T17:29:46Z (GMT). No. of bitstreams: 1 Master Thesis Final Version - Admin.pdf: 1191432 bytes, checksum: db40c711ee427f3d470b11d6d1b47aad (MD5) Previous issue date: 2015-08-20 / In this paper, the learning intentions and outcomes for corporate venture capital are questioned. Through qualitative research in the oil and gas sector, we identified a desire to control the direction and pace of innovation as the main driver for this type of investments. A new model and framework for CVC are presented. Contrary to the traditional model of CVC, which features a dyadic relation between corporate investor and venture entrepreneur, our model shows that CVC investments create a more complex conjoint of relations between multiple stakeholders. These relations challenge the neo-Schumpeterian model of competition. Using the grounded theory approach, we created a theoretical framework explaining and predicting outcomes of corporate venture capital other than learning. At firm level, our framework conceptualizes CVC programs as dynamic capabilities, and suggests a competitive advantage for the corporate investor through its ability to faster and better integrate the new technology. At market level, we proposed that CVC investments positively affect the pace of innovation in the market through an increased speed of acceptance of technologies supported by corporate investors.