Zugl.: Bamberg, Universiẗat, Diss., 2004.

Thesis (Ph. D.)--University of Washington, 2007. / Vita. Includes bibliographical references (leaves 108-110).

Thesis (M.S. in Modeling, Virtual Environments and Simulation (MOVES))--Naval Postgraduate School, June 2007. / Thesis Advisor(s): Rudolph Darken "June 2007." Includes bibliographical references (p. 43-44). Also available in print.

by Wan Chui-wan Susan, Kwan Shiu-keung Ronald. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves 76-78). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.iii / LIST OF ILLUSTRATIONS --- p.v / LIST OF TABLES --- p.vi / ACKNOWLEDGEMENT --- p.vii / CHAPTERS / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- METHODOLOGY --- p.7 / Research Strategy --- p.7 / Interview Generation --- p.8 / Interview Description --- p.9 / Research Limitation --- p.10 / Chapter III. --- ENVIRONMENT ： CAPITAL MARKET IN CHINA --- p.13 / Economy in China --- p.13 / Industry --- p.15 / Unification of Exchange Rate --- p.17 / Tax Reform --- p.18 / Stock Market Development in China --- p.19 / Chapter IV. --- VENTURE CAPITAL INVESTMENT IN CHINA --- p.22 / Chapter V. --- A MODEL OF ANALYSING VENTURE CAPITALIST'S INVESTMENT ACTIVITY --- p.25 / Comparison of four Different Decision Models --- p.28 / Tyebjee and Bruno Decision Model --- p.31 / Deal Origination --- p.32 / Screening --- p.32 / Evaluation --- p.33 / Deal Structuring --- p.33 / Post-investment --- p.34 / Chapter VI. --- AN ANALYSIS OF THE VENTURE CAPITAL INVESTMENT ACTIVITY IN PRC --- p.37 / Step 1 一 Deal Origination --- p.37 / Step 2 - Screening --- p.40 / The Size of the investment and the investment policy of the venture fund --- p.40 / Geographic Location --- p.44 / Stages of Financing --- p.45 / Industry Preference --- p.46 / Step 3 - Evaluation --- p.47 / Venture Evaluation Criteria --- p.48 / Information Validation Mechanism --- p.51 / Step 4 - Deal Structuring --- p.53 / Pricing of the deal --- p.54 / Protective covenants --- p.54 / Equity stakes among different investors --- p.56 / Step 5 - Post-investment Activities --- p.56 / Chapter VII. --- THREATS AND OPPORTUNITIES FOR VENTURE CAPITALISTS IN PRC --- p.59 / "Accounting, Auditing and Financial Reporting Standards" --- p.59 / "China Stock Market, Corporate and Securities Law" --- p.60 / Competition With Other Venture Capitals and Corporate Investors --- p.61 / Exchange Rate Movement --- p.62 / Political Instability --- p.63 / Chapter VIII . --- CONCLUSION --- p.64 / APPENDIX / Chapter I. --- OUTLINE OF THE INTERVIEW QUESTIONS --- p.66 / Chapter II. --- MAP OF CHINA'S COASTAL CITIES --- p.74 / BIBLIOGRAPHY --- p.76

Universiẗat, Hochsch. für Wirtschafts-, Rechts- und Sozialwiss., Diss.--St. Gallen, 1996.

Thesis (Ph. D.)---Rensselaer Polytechnic Institute, 2003. / Includes bibliographical references (p. 265-279).

Abstract Due to the development of venture practices worldwide, many scholars have been studying ways of creating successful ventures; most of which are related to web-based individual ventures, organizational ventures or co-operative ventures. However, during an organizational venture, the interactive relationship among the partners might affect the venturing process. Although this type of research is limited, it still has its importance, and thus arouses a motivation for this research. This research is based on a case study relating to an organization that is undergoing an internal venture. Through interviews and analysis with the necessary information, this research concludes the following results: 1. According to the organization, the goal of internal venturing is to establish the possibility of different industry with the aid of government funding. After the failure of the bidding, the partners have decided to carry out the blueprint that was drawn for the bidding, and search for the possibility of other support. 2. The time for the venturing process is very tight. During the first 6 months of the plan, meetings were held regularly; after that there was a 1-month preparation and the organization was established. So, the partners have to cooperate in a short time, and conflicts and emotions are resulted. Competitions are common and conflicts cause the loss of professional skills. 3. After six months of operation, because of different opinions and insistence within the organization, as well as the eager to create revenue in a short period, the strategies of the organization have begun to fall away from the original plan. The amount of revenues does not meet the expectation and conflicts among the staff are increasing. Managers have begun to have doubts about the plan, and the venture partners are beginning to resign and the organization is beginning to collapse. Keywords: Internal Venture, Venture Partners, Interactive Relationship.

Thesis (Ph. D.)--George Mason University, 2006. / Vita. Includes bibliographical references (leaves 125-133).

A research report submitted to the Faculty of Engineering and the Built Environment, University of the Witwatersrand, in fulfilment of the requirements for the degree of Masters in Engineering, May 2016 / The South African Private Equity Industry collects billions of Rands from investors locally and abroad and utilises this cash to purchase controlling shares in companies operating within Africa. Within 5 to 10 years of purchase, these companies are purposefully altered, upgraded and moulded prior to resale. Each Private Equity firm has different growth targets, but the generally expected result should be a multiplication of the funds invested over that time. The mechanism by which these firms accomplish such a result was of strategic importance for business people whom wish to decode the route to success and apply the same actions in their organisations, or those they wish to evaluate for purchase. This research aims to bridge a particular aspect of this process by acknowledging that the choice of company to purchase was critical to the overall ability to grow and dispose of the company in the allotted timeframe. In the run up to purchasing a company, Private Equity will contract external firms to delve into a potential Target Firm. These Service Firms will report into the Private Equity client on particular aspects of operations, finance and legality that would affect future running and risk profiles. These reports would inform the buying decision, potential pricing structures and legalities of ownership transfer right up to the point of sale. The evaluation stages are graphically modelled as three distinct but sequential Phases at the end of an extensive literature review. This Conceptual Model is tested against the results of a series of semistructured interviews held with industry experts. The opinions of local Private Equity and Service Firm respondents are sorted, refined and presented as a more detailed Modified Model at the end of the report. It was found that through substantial refinement of disconnected data, the available literature largely agreed with expert opinion in practice. The research concludes that the proposed evaluation Models constitute a useful starting platform from which to conduct future research into specific aspects of Private Equity activity. / MT2016

<p>The decision process of venture capitalists has received much attention from researchers and it is a complex and unclear process. There are plenty of factors that affect venture capitalists´ investment decisions. The purpose of this study is to find out the important factors in the due diligence process for the venture capital firms and venture capitalists during their investments. The authors find it interesting to find out factors that influence venture capitalists during their investment decisions according to due diligence process. Qualitative method was seen suitable for this study. Three phone interviews were conducted with three venture capital firms in Turkey named Is Private Equity, Ilab Ventures and Bosphorous Group. The authors find out management, market, location, product, industry and financial factors are important factors for venture capitalists to decide whether to invest or not.</p>