01367nas a2200133   4500008004100000245010400041210006900145260000900214520080000223653003201023100002401055700002001079856013401099       2015                        eng d00aEntrepreneurs' start-up versus persistence decisions: A critical evaluation of expectancy and value0 aEntrepreneurs startup versus persistence decisions A critical ev  c20153 aResearch 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.10aStrategy & Entrepreneurship1 aHolland, Daniel, V.1 aGarrett, Robert  u/biblio/entrepreneurs-start-versus-persistence-decisions-critical-evaluation-expectancy-and-value00573nas a2200133   4500008004100000245010200041210006900143260000900212300001600221653003200237100002000269700002300289856012700312       2015                        eng d00aInternal Corporate Venture Operations Independence and Performance: A Knowledge-Based Perspective0 aInternal Corporate Venture Operations Independence and Performan  c2015  aForthcoming10aStrategy & Entrepreneurship1 aGarrett, Robert1 aCovin, Jeffrey, G.  u/biblio/internal-corporate-venture-operations-independence-and-performance-knowledge-based00560nas a2200121   4500008004100000245010100041210006900142260003100211653003200242100002000274700001600294856012800310       2013                        eng d00aInternal Corporate Venture Operations Independence and Performance:A Knowledge-Based Perspective0 aInternal Corporate Venture Operations Independence and Performan  aLake Buena Vista, FLc201310aStrategy & Entrepreneurship1 aGarrett, Robert1 aCovin, Jeff  u/biblio/internal-corporate-venture-operations-independence-and-performancea-knowledge-based00640nas a2200157   4500008004100000245011800041210006900159260000900228300001400237490000700251653003200258100002000290700002000310710001800330856013400348       2013                        eng d00aTop Management Support and Initial Strategic Assets: A Dependency Model of Internal Corporate Venture Performance0 aTop Management Support and Initial Strategic Assets A Dependency  c2013  a896 - 9150 v3010aStrategy & Entrepreneurship1 aGarrett, Robert1 aNeubaum, Donald1 aEmptyAuthNode  u/biblio/top-management-support-and-initial-strategic-assets-dependency-model-internal-corporate-000461nas a2200109   4500008004100000245006700041210006600108260002300174653003200197100002000229856010200249       2012                        eng d00aContemporary diversification via internal corporate venturing.0 aContemporary diversification via internal corporate venturing  aLa Jolla, CAc201210aStrategy & Entrepreneurship1 aGarrett, Robert  u/biblio/contemporary-diversification-internal-corporate-venturing00614nas a2200133   4500008004100000245012600041210006900167260002800236653001500264653003200279100002000311700002100331856012800352       2012                        eng d00aFamily Business Venturing in Adjacent Competitive Domains:  Avoiding Sibling Clashes and Structuring Ventures for Success0 aFamily Business Venturing in Adjacent Competitive Domains Avoidi  aBrussels, Belgiumc201210aAccounting10aStrategy & Entrepreneurship1 aGarrett, Robert1 aMeeks-Koch, Jean  u/biblio/family-business-venturing-adjacent-competitive-domains-avoiding-sibling-clashes-and02502nas a2200193   4500008004100000245004500041210004400086260000900130300001400139490000700153520196200160653003202122100001102154700001302165700001302178700001602191700002002207856008102227       2012                        eng d00aGovernance in multilateral R&D alliances0 aGovernance in multilateral RD alliances  c2012  a1191-12100 v233 aIn 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.10aStrategy & Entrepreneurship1 aLi, D.1 aEden, L.1 aHitt, M.1 aIreland, R.1 aGarrett, Robert  u/biblio/governance-multilateral-rd-alliances00487nas a2200109   4500008004100000245007800041210006900119260002600188653003200214100002000246856011100266       2011                        eng d00aCore Business Prospects and the Management of Internal Corporate Ventures0 aCore Business Prospects and the Management of Internal Corporate  aSan Antonio, TXc201110aStrategy & Entrepreneurship1 aGarrett, Robert  u/biblio/core-business-prospects-and-management-internal-corporate-ventures00537nas a2200121   4500008004100000245008300041210006900124260002600193653003200219100002000251700002000271856012400291       2011                        eng d00aTop Management Support and Initial Strategic Assets: Improving ICV Performance0 aTop Management Support and Initial Strategic Assets Improving IC  aSan Antonio, TXc201110aStrategy & Entrepreneurship1 aGarrett, Robert1 aNeubaum, Donald  u/biblio/top-management-support-and-initial-strategic-assets-improving-icv-performance-000471nas a2200109   4500008004100000245007200041210006900113260001900182653003200201100002000233856010800253       2010                        eng d00aChallenges of Quantitative Research on Internal Corporate Venturing0 aChallenges of Quantitative Research on Internal Corporate Ventur  aKona, HIc201010aStrategy & Entrepreneurship1 aGarrett, Robert  u/biblio/challenges-quantitative-research-internal-corporate-venturing-001254nas a2200145   4500008004100000245007200041210006900113260000900182300001200191490000600203520074100209653003200950100002000982856010601002       2010                        eng d00aChallenges of Quantitative Research on Internal Corporate Venturing0 aChallenges of Quantitative Research on Internal Corporate Ventur  c2010  a129-1430 v23 aInternal 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.10aStrategy & Entrepreneurship1 aGarrett, Robert  u/biblio/challenges-quantitative-research-internal-corporate-venturing01168nas a2200145   4500008004100000245004900041210004800090260000900138300001000147490000700157520074500164653003200909100002000941856006100961       2010                        eng d00aDoes Employee Ownership Increase Innovation?0 aDoes Employee Ownership Increase Innovation  c2010  a37-460 v133 aOne 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.10aStrategy & Entrepreneurship1 aGarrett, Robert  uhttp://www.sacredheart.edu/download/3539_neje_fall10.pdf00556nas a2200145   4500008004100000245006800041210006700109260001900176653003200195100002000227700001800247700002200265700001800287856010500305       2010                        eng d00aInternal Corporate Venturing in Multi-General Family Businesses0 aInternal Corporate Venturing in MultiGeneral Family Businesses  aKona, HIc201010aStrategy & Entrepreneurship1 aGarrett, Robert1 aCraig, Justin1 aZellweger, Thomas1 aDibrell, Clay  u/biblio/internal-corporate-venturing-multi-general-family-businesses00594nas a2200145   4500008004100000245009100041210006900132260001900201653003200220100001600252700002000268700001700288700001900305856012400324       2010                        eng d00aNavigating in New Business Domains:Internal Corporate Ventures as Exploratory Vehicles0 aNavigating in New Business DomainsInternal Corporate Ventures as  aMontrealc201010aStrategy & Entrepreneurship1 aCovin, Jeff1 aGarrett, Robert1 aKuratko, Don1 aShepherd, Dean  u/biblio/navigating-new-business-domainsinternal-corporate-ventures-exploratory-vehicles01298nas a2200169   4500008004100000245005800041210005700099260002600156300001200182490000700194520073600201653003200937100002400969700002300993700002001016856009201036       2009                        eng d00aCorporate venturing: Insights from actual performance0 aCorporate venturing Insights from actual performance  aBloomington, INc2009  a459-4670 v523 aCorporate 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.10aStrategy & Entrepreneurship1 aKuratko, Donald, F.1 aCovin, Jeffrey, G.1 aGarrett, Robert  u/biblio/corporate-venturing-insights-actual-performance01647nas a2200169   4500008004100000245012700041210006900168260000900237300001200246490000700258520099700265653003201262100002001294700001401314700001501328856013401343       2009                        eng d00aMarket Responsiveness, Top Management Risk Taking, and the Role of Strategic Learning as Determinants of Market Pioneering0 aMarket Responsiveness Top Management Risk Taking and the Role of  c2009  a782-7880 v623 aThis 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.10aStrategy & Entrepreneurship1 aGarrett, Robert1 aCovin, J.1 aSlevin, D.  u/biblio/market-responsiveness-top-management-risk-taking-and-role-strategic-learning-determinants00536nas a2200109   4500008004100000245010400041210006900145260002200214653003200236100002000268856013800288       2009                        eng d00aParent Resources and Managerial Oversight as Determinants of Internal Corporate Venture Performance0 aParent Resources and Managerial Oversight as Determinants of Int  aChicago, ILc200910aStrategy & Entrepreneurship1 aGarrett, Robert  u/biblio/parent-resources-and-managerial-oversight-determinants-internal-corporate-venture-performance00576nas a2200133   4500008004100000245010400041210006900145260000900214653003200223100002000255700001800275700001900293856013000312       2007                        eng d00aTop Management Risk Taking, and the Role of Strategic Learning as Determinants of Market Pioneering0 aTop Management Risk Taking and the Role of Strategic Learning as  c200710aStrategy & Entrepreneurship1 aGarrett, Robert1 aCovin, J., G.1 aSlevin, D., P.  u/biblio/top-management-risk-taking-and-role-strategic-learning-determinants-market-pioneering00510nas a2200109   4500008004100000245010100041210006900142260000900211653003200220100002000252856012800272       2006                        eng d00aEmployee Stock Ownership as a Moderator of the Relationship between R&D Intensity and Innovation0 aEmployee Stock Ownership as a Moderator of the Relationship betw  c200610aStrategy & Entrepreneurship1 aGarrett, Robert  u/biblio/employee-stock-ownership-moderator-relationship-between-rd-intensity-and-innovation