%0 Journal Article %J International Small Business Journal %D 2015 %T Entrepreneurs' start-up versus persistence decisions: A critical evaluation of expectancy and value %A Holland,Daniel V. %A Garrett,Robert %K Strategy & Entrepreneurship %X Research suggests that entrepreneurs tend to seek to maximize utility when considering whether to pursue a new venture opportunity. However, when choosing whether to persist with their current venture or not, utility maximization may not be of primary importance to entrepreneurs. Using a conjoint experiment, we examine the difference between entrepreneurs’ decision policies in start-up decisions versus persistence decisions. The analysis of the decisions of 135 entrepreneurs indicates that the way that entrepreneurs use expectancy and value in persistence decision policies is significantly different than the way that they use expectancy and value in general opportunity pursuit decision policies. The results provide interesting insights in the entrepreneurial decision-making process. %B International Small Business Journal %8 2015 %G eng %2 a %4 59855706112 %$ 59855706112 %0 Journal Article %J Entrepreneurship, Theory and Practice %D 2015 %T Internal Corporate Venture Operations Independence and Performance: A Knowledge-Based Perspective %A Garrett,Robert %A Covin,Jeffrey G. %K Strategy & Entrepreneurship %B Entrepreneurship, Theory and Practice %P Forthcoming %8 2015 %G eng %2 a %4 59195959296 %$ 59195959296 %0 Generic %D 2013 %T Internal Corporate Venture Operations Independence and Performance:A Knowledge-Based Perspective %A Garrett,Robert %A Covin,Jeff %K Strategy & Entrepreneurship %B 2013 Academy of Management Meeting %C Lake Buena Vista, FL %8 2013 %G eng %2 c %4 69590511616 %$ 69590511616 %0 Journal Article %J Journal of Product Innovation Management %D 2013 %T Top Management Support and Initial Strategic Assets: A Dependency Model of Internal Corporate Venture Performance %A Garrett,Robert %A Neubaum,Donald %K Strategy & Entrepreneurship %B Journal of Product Innovation Management %V 30 %P 896 - 915 %8 2013 %G eng %N 5 %2 a %4 88400781312 %$ 88400781312 %0 Generic %D 2012 %T Contemporary diversification via internal corporate venturing. %A Garrett,Robert %K Strategy & Entrepreneurship %B 2012 Western Academy of Management Annual Meeting %C La Jolla, CA %8 2012 %G eng %2 c %4 51278116864 %$ 51278116864 %0 Generic %D 2012 %T Family Business Venturing in Adjacent Competitive Domains: Avoiding Sibling Clashes and Structuring Ventures for Success %A Garrett,Robert %A Meeks-Koch,Jean %K Accounting %K Strategy & Entrepreneurship %B 2012 FFI Conference %C Brussels, Belgium %8 2012 %G eng %2 c %4 51278159872 %$ 51278159872 %0 Journal Article %J Organization Science %D 2012 %T Governance in multilateral R&D alliances %A Li,D. %A Eden,L. %A Hitt,M. %A Ireland,R. %A Garrett,Robert %K Strategy & Entrepreneurship %X In research and development (R&D) alliances, the partner firms must balance the tension between knowledge sharing and knowledge leakages because knowledge sharing, designed to support the alliance’s technology development goals, can often lead to unintended and potentially damaging knowledge leakages. Governance structure is a well-understood knowledge protection strategy designed to reduce knowledge leakage concerns and thereby encourage desired knowledge transfers in two-party R&D alliances. Whether governance structure can be an important balancing mechanism for R&D alliances with multiple partner firms, or multilateral R&D alliances, however, requires further study. Because increasing the number of alliance partners introduces additional complexities to managing an alliance, the appropriate governance mechanism for a multilateral R&D alliance is likely to differ from that for a bilateral alliance. Drawing insights from social exchange theory, we explore governance decisions in multilateral R&D alliances. First, we examine the potential for variance between multilateral and bilateral R&D alliances in governance decisions as a means of knowledge sharing and knowledge protection. Results based on our analysis of 2,423 R&D alliances, 1,690 bilateral and 733 multilateral, are consistent with predictions drawn from social exchange theory. We next focus on three-partner R&D alliances, or trilateral R&D alliances, and compare governance mechanisms between two types of trilateral R&D alliances: chain and net. We find that equity governance structures are more likely to be used in net-based than in chain-based trilateral R&D alliances; we also find that alliance scope moderates the relationship between the type of alliance and governance structure. Finally, we find that multilateral R&D alliances with predicted (aligned) governance structures perform better, in terms of alliance longevity, than those with misaligned structures. %B Organization Science %V 23 %P 1191-1210 %8 2012 %G eng %N 4 %2 a %4 6278969345 %$ 6278969345 %0 Generic %D 2011 %T Core Business Prospects and the Management of Internal Corporate Ventures %A Garrett,Robert %K Strategy & Entrepreneurship %B 2011 Academy of Management Annual Meeting %C San Antonio, TX %8 2011 %G eng %2 c %4 33418297345 %$ 33418297345 %0 Generic %D 2011 %T Top Management Support and Initial Strategic Assets: Improving ICV Performance %A Garrett,Robert %A Neubaum,Donald %K Strategy & Entrepreneurship %B 2011 Academy of Management Annual Meeting %C San Antonio, TX %8 2011 %G eng %2 c %4 33418272769 %$ 33418272769 %0 Generic %D 2010 %T Challenges of Quantitative Research on Internal Corporate Venturing %A Garrett,Robert %K Strategy & Entrepreneurship %B 2010 Western Academy of Management %C Kona, HI %8 2010 %G eng %2 c %4 21552893953 %$ 21552893953 %0 Journal Article %J International Journal of Entrepreneurial Venturing %D 2010 %T Challenges of Quantitative Research on Internal Corporate Venturing %A Garrett,Robert %K Strategy & Entrepreneurship %X Internal corporate ventures are entrepreneurial initiatives that originate within the corporate structure (or within an existing business of the corporation) and are intended from inception as new businesses for the corporation. In spite of the long history associated with the phenomenon of internal corporate venturing, the literature provides surprisingly little quantitative evidence regarding factors important to internal corporate venturing success. Most of the literature is anecdotal, while the few empirical studies that do exist suffer from methodological problems that introduce contamination into their findings. The current paper outlines those methodological problems and proposes techniques for minimizing their effects. %B International Journal of Entrepreneurial Venturing %V 2 %P 129-143 %8 2010 %G eng %N 2 %2 a %4 12006588417 %$ 12006588417 %0 Journal Article %J New England Journal of Entrepreneurship %D 2010 %T Does Employee Ownership Increase Innovation? %A Garrett,Robert %K Strategy & Entrepreneurship %X One way that firms attempt to innovate is through investment in R&D activity. However, there is much heterogeneity in innovations among firms making comparable R&D investments. This paper explores employee ownership’s moderating effect on the relationship between R&D intensity and innovative output. The basis for the moderation is that ownership increases motivation and commitment to the innovation agenda of the company, and retains employees’ entrepreneurial efforts for internal opportunities. Using hierarchical regression, the data support the hypothesis that employee stock ownership positively moderates the relationship between R&D intensity and innovative output. Implications for future research and practice are addressed. %B New England Journal of Entrepreneurship %V 13 %P 37-46 %8 2010 %G eng %U http://www.sacredheart.edu/download/3539_neje_fall10.pdf %N 2 %2 a %4 6267537409 %$ 6267537409 %0 Generic %D 2010 %T Internal Corporate Venturing in Multi-General Family Businesses %A Garrett,Robert %A Craig,Justin %A Zellweger,Thomas %A Dibrell,Clay %K Strategy & Entrepreneurship %B 2010 Western Academy of Management %C Kona, HI %8 2010 %G eng %2 c %4 21552951297 %$ 21552951297 %0 Generic %D 2010 %T Navigating in New Business Domains:Internal Corporate Ventures as Exploratory Vehicles %A Covin,Jeff %A Garrett,Robert %A Kuratko,Don %A Shepherd,Dean %K Strategy & Entrepreneurship %B Academy of Management 2010 %C Montreal %8 2010 %G eng %2 c %4 22993086465 %$ 22993086465 %0 Journal Article %J Business Horizons %D 2009 %T Corporate venturing: Insights from actual performance %A Kuratko,Donald F. %A Covin,Jeffrey G. %A Garrett,Robert %K Strategy & Entrepreneurship %X Corporate innovation and the entrepreneurial strategies on which it is based are key challenges at the forefront of executive concerns. In order to establish some factual foundations amid the popular “folklore” that surrounds corporate innovation today, this study examines the actual factors that influence internal corporate venturing within the realm of a corporate entrepreneurship strategy. Data were collected from 145 internal corporate ventures (early-stage ventures, middle-stage ventures, and established-stage ventures) operating in 72 firms headquartered in the mid-western United States. The results of this study are summarized and offer insights on some of the key correlates of corporate venturing performance. %B Business Horizons %C Bloomington, IN %V 52 %P 459-467 %8 2009 %G eng %N 5 %2 a %4 12009474049 %$ 12009474049 %0 Journal Article %J Journal of Business Research %D 2009 %T Market Responsiveness, Top Management Risk Taking, and the Role of Strategic Learning as Determinants of Market Pioneering %A Garrett,Robert %A Covin,J. %A Slevin,D. %K Strategy & Entrepreneurship %X This study investigates managerial and organizational factors associated with engaging in a market pioneering strategy. Specifically, top management risk taking and the firm-level capability of market responsiveness are hypothesized to be associated with market pioneering. Additionally, strategic learning self efficacy is hypothesized to moderate the effects of top management risk taking and market responsiveness on market pioneering. Moderated regression analysis based on data collected from 111 manufacturing firms supports the hypotheses. Top management risk taking and market responsiveness positively predict the use of a pioneering strategy. Strategic learning self efficacy makes market pioneering more palatable to risk-averse top managers who might not otherwise engage in pioneering. Finally, strategic learning self efficacy strengthens the relationship between market responsiveness and market pioneering. Implications for future theory, practice, and research are discussed. %B Journal of Business Research %V 62 %P 782-788 %8 2009 %G eng %N 8 %2 a %4 6267535361 %$ 6267535361 %0 Generic %D 2009 %T Parent Resources and Managerial Oversight as Determinants of Internal Corporate Venture Performance %A Garrett,Robert %K Strategy & Entrepreneurship %B 2009 Academy of Management Meetings %C Chicago, IL %8 2009 %G eng %2 c %4 18385375233 %$ 18385375233 %0 Generic %D 2007 %T Top Management Risk Taking, and the Role of Strategic Learning as Determinants of Market Pioneering %A Garrett,Robert %A Covin,J. G. %A Slevin,D. P. %K Strategy & Entrepreneurship %B 2007 Academy of Management Annual Meeting, ENT Division %8 2007 %G eng %2 c %4 6267539457 %$ 6267539457 %0 Generic %D 2006 %T Employee Stock Ownership as a Moderator of the Relationship between R&D Intensity and Innovation %A Garrett,Robert %K Strategy & Entrepreneurship %B 2006 Babson College Entrepreneurship Research Conference %8 2006 %G eng %2 c %4 6267541505 %$ 6267541505