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Presents a detailed overview of the challenges of creating new ventures within established corporations, and offers success strategies for overcoming these challenges. The author outlines her experience from more than 25 years of consulting to new ventures, independent of and within corporate structures, including many within Fortune 500 companies. Several case studies of successful and unsuccessful ventures are described, including successful ventures that were later closed down by the corporation. Tamer offers explanations for the outcome of each venture. Findings include strategies to ensure the success of a new venture within a corporation: defining capital strategies (including start‐up and exit strategies that create profitable new divisions, and/or create spin‐off companies that bring a return on investment to the corporation); aligning the new venture with corporate goals; maintaining corporate commitment to the new venture; engaging outside experts; and creating strategic alliances inside and outside of the corporation. The strategies presented will help corporations build successful in‐house ventures which can extend the corporation’s market reach, leverage existing assets for increased profitability, or create new companies with a high return on investment. Top management, corporate strategic planners, and heads of newly‐formed divisions will find a blueprint for avoiding classic errors, anticipating obstacles to success, and applying strategies that create profitable new corporate ventures.

Research on new internet venture growth is lacking. The purpose of this paper is to address the gap by developing and testing a theoretical model that links venturing principles (effectuation or causation) to new internet venture growth through resource bundling (pioneering or stabilizing).

The proposed theoretical model is developed upon the entrepreneurship literature and resource-based view. Empirical data are collected from entrepreneurs and top executives in China via a survey. The Baron and Kenny (1986) mediation model assessment procedure is used to analyze the data.

Both effectuation and causation are positively associated with new internet venture growth. Effectuation leads to pioneering resource bundling, which in turn contributes to new internet venture growth. Causation also contributes to new internet venture growth, but through stabilizing resource bundling.

This research helps link the theory of effectuation to resource-based theory by revealing resource bundling as the mediator between effectuation, causation, and new venture growth. Moreover, the authors provide empirical evidence of the importance of resource bundling with entrepreneurial strategic decision logics to the growth of new internet ventures in transitional economies.

Entrepreneurs and managers of new internet ventures should leverage both venturing principles to support growth. Internet ventures generally are creative and innovative in nature, hence favor effectuation. But it will be unwise to ignore causation, which also leads to growth.

This is an original empirical research guided by theories. It is a novel insight to identify the mediating effect of resource bundling. This study likely will inspire more scholarly research on the subject. It also lays a solid foundation for further inquiry such as complementarities between effectuation and causation.

The purpose of this study is to determine whether new rural ventures represent effective rural entrepreneurship or are just entrepreneurial ventures located in rural settings.

Data were collected from a direct questionnaire involving 408 new ventures headquartered in Portuguese business incubators and science parks, of which 142 are located in rural areas. To analyse data, the authors performed a preliminary and exploratory statistical analysis.

The authors demonstrate that only a small percentage of ventures operating in rural areas constitute examples of effective “rural entrepreneurship”, with the bulk of them being just enterprises located in rural settings. Rural new ventures tend to be small (in terms of employees and turnover), rely mainly on the internal market and lag behind other new ventures (located in both rural and urban municipalities) in terms of performance.

The study only includes new knowledge-intensive ventures, that is, those headquartered in business incubators and science parks. Therefore, it cannot be generalised to other new ventures located in rural settings.

The extant literature on entrepreneurship has neglected the empirical implications of mixing, confounding and/or merging the concepts of “rural entrepreneurship” and “entrepreneurship activities in rural areas”. In this study, the authors discuss and analyse the empirical boundaries of such concepts and uncover the magnitude of pure “rural entrepreneurship”.

Social network theory emphasizes that, to acquire needed resources, new ventures should cultivate industrial connections (intra-industry ties and extra-industry ties). In the meanwhile human capital theory focuses on entrepreneurs' employment experience, especially with respect to its breadth and depth. This study examines ties and experience to determine whether, in combination, they have positive or negative effects on resource acquisition in new ventures.

This study tests research hypotheses using questionnaire survey data with a sample of entrepreneurs in new ventures. Multivariate regression analysis is used to analyze the data.

Combining intra-industry ties and experience breadth or extra-industry ties and experience depth affects resource acquisition positively, whereas combining intra-industry ties and experience depth or extra-industry ties and experience breadth affects resource acquisition negatively.

Conclusions may be constrained by the limited sample size and source. Rather, the impact of the study lies in its identification of the effects of interaction between network ties and entrepreneurs' experience on resource acquisition. Future research can explore the effects of interaction between other dimensions of network ties and a range of entrepreneurs' experience characteristics on resource acquisition.

Entrepreneurs are provided with effective strategies to make use of their ventures' network ties and their personal accumulated experience in the process of obtaining resources.

The findings enrich the entrepreneurship literature by providing a more nuanced understanding of how and when new ventures' industry ties and entrepreneurs' employment experience together influence resource acquisition.

Effective internal dynamics of new venture teams is seen as a key contributor to venture success. The purpose of this paper is to investigate the ways in which new venture teams consisting of nascent entrepreneurs initiate trust and control during venture emergence.

Dimensions of trust and control are developed into an analytical framework applied to documented team norms. Coding detects frequency of trust and control dimensions. Supplementary data triangulate findings and explore follow-on effects in team dynamics and venture emergence.

Frequency of coded dimensions generates a venture team profile. Teams prime their dynamics through use of trust and/or control language in documented norms. Priming is seen to influence entrepreneurial perseverance during venture emergence, stemming either directly from team dynamics, or indirectly from key shareholder relationships or environmental conditions.

Data are bounded to a specific contextual setting representing incubation and education, where the nascent entrepreneurs are simultaneously students. The complexity of venture emergence means that multiple factors influencing new venture teams may influence trust and control in ways currently unaccounted for.

Exploration of trust and control during venture emergence emphasizes soft-skills critical to entrepreneurial perseverance and venture success. Team norms can be designed to prime toward trust or control, and can be indicative of teams’ sensitivity to external factors, enabling evidence for intervention.

The paper illustrates ways in which trust and control influence team dynamics during venture emergence.

Opportunity identification is a driving force in the entrepreneurial process, which is particularly dependent on entrepreneurs' creativity to recognize potential or hidden entrepreneurial opportunities. Therefore, the purpose of this paper is to use opportunity recognition and entrepreneurial creativity to cluster typologies of new ventures and to explore their differences on the performance of new ventures.

In total, 300 new ventures are studied from government‐funded incubators in Taiwan including 54 university incubators, six government incubators, and five non‐profit incubators with a 46 percent response rate. The studied new ventures have been established less than ten years and are not yet IPO. One entrepreneurial member from each new venture is selected to represent his or her company to respond to the questionnaire.

Results of cluster analysis, using the dimensions of opportunity recognition and entrepreneurial creativity, reveal four types of new ventures: “passive”, “creativity‐driven”, “opportunity‐driven”, and “proactive”. Results also indicate that the “proactive” new ventures show better performance in entrepreneurial satisfaction and innovative capability.

The new venture typologies have the potential to serve as a benchmark for practitioners as well as a guide for policy‐makers with regard to the varying nature of opportunities and creativity needs by different types of firms. Moreover, the performance of different types of new ventures contributes to the theoretical development regarding entrepreneurial processes of opportunity recognition and entrepreneurial creativity, especially as relevant for new ventures and entrepreneurs with varying characteristics.

The typologies of new ventures have received much less attention in the entrepreneurship literature than in other management fields.

The purpose of this study is to examine the mediating effect of an owner’s growth goal on the relationship between the gender of new venture owners and the growth outcomes of their ventures.

This is a quantitative study using a large, national database and structural equation modeling.

The findings indicate that the negative relationship between gender and growth outcomes is fully mediated by the growth goals of new venture owners, their available internal resources and the amount of time and money they are able (prepared) to invest in their new venture.

The research implications include the need to better understand the impact of goal setting on new venture performance outcomes.

The government policies (for example, to stimulate firm growth) need to be designed by having a proper understanding of the various motives/goals that entrepreneurs might have when launching a new venture. Similarly, anyone providing advice to individuals involved in establishing a new venture should, before providing that advice, ensure that they have a clear understanding of the individual’s goals.

Social implications include a need to better understand the negative impact that lower available human and financial capital can have on the goals set by female new venture owners and the outcomes achieved by those ventures.

This research makes an original contribution to the literature by demonstrating: the impact of gender on human, social and financial capital; the influence of these resources on new venture goals; and, in turn, the influence of goals on new venture performance outcomes.

The purpose of this paper is to explore the emergence and development of leadership within the context of new ventures.

A qualitative approach was conducted to analyze in-depth the circumstances under which leadership is emerging and evolving in new ventures. In doing so, 55 founder-CEOs from Austria, Liechtenstein and Switzerland were interviewed.

The findings suggest that during the development from new ventures to early growth ventures the founder-CEOs and their organizations experience three major transitions. First, the founder-CEOs’ leadership behavior tends to emerge and evolve alongside firm development from being more transformational in new ventures to more transactional in early growth ventures. Second, the decisive employee selection criteria change over time, and the initially important person-founder fit turns into a person-organization fit. Third, a transition from a rather external perspective of the founder-CEOs in the new venture stage to a more internally oriented perspective in the early stages of growth was observed.

Although the findings advance research on leadership in new ventures, the limitations concerning potential recall biases and subjectivism have to be kept in mind.

In practice, the findings imply that the emergence and development of leadership in new ventures should be seen as a dynamic process.

This paper is one of the first to study in-depth the emergence and development of leadership in the context of new ventures.

The purpose of this paper is to assess the impact of the acquisition of resources and formal organization on entrepreneurial orientation (EO) of new ventures.

The research was conducted using an original data set of 199 new ventures in China. The data were analyzed through regressing models.

It was found that new ventures experiencing difficulty in acquiring resources have higher levels of EO; formal organization is associated with the proactiveness dimension of EO significantly and positively.

First, the measures of EO were mainly used to study established firms. The measures of EO may need to be modified to take into account new ventures' uniqueness. Second, this study focused on new ventures operating in a specific geographical region, China.

New ventures should build their formal management systems so that they can integrate as organic organizations to engage in entrepreneurial activities. New ventures lack regulations and their development mainly depends on entrepreneurs. The formal regulations can help new ventures better use and integrate the power of the whole organization systems to identify and explore external opportunities.

Research on EO has focused on established firms while the EO of new ventures is seldom studied. These findings indicate the uniqueness of new ventures and contribute to a better understanding of their behaviors.

The purpose of this paper is to move beyond individual level characteristics of founders to explain the performance gap between white and black majority owned new ventures. It specifically investigates three potential mediators: demographic characteristics of venture’s location, financial size of the venture and its credit riskiness.

The Kauffman Firm Survey, a longitudinal data set of 4,928 new ventures started in the USA in 2004, has been utilized in this paper. Pooled OLS and Logit regression models were employed for direct effects. Mediation effects were tested using two different approaches: the Baron and Kenny approach and decomposition analysis.

The paper finds that the financial size and credit riskiness mediate the relationship between majority race ownership and the performance of a venture.

The data were collected for a single cohort (2004) of nascent firms; furthermore, the sample draws from firms based in the USA. Future studies could replicate this research utilizing samples of different cohorts and from other parts of the world.

The paper provides important guidance to policy makers. In general, to reduce the performance gap between black and white owned ventures, providing access to subsidized assets, capital and credit could be very helpful.

Past research suggests that the majority race ownership of a new venture impacts its performance and attributes these differences to heterogeneous endowments, usually of the primary owner. In this paper, analyses are conducted at multiple levels and new mechanisms through which the internal resources and capabilities of a new venture mediate the relation are discovered.