01701nas a2200157   4500008004100000245014100041210006900182260000900251520102400260653003201284100002301316700002401339700001801363700002201381856014001403       2017                        eng d00aExploring the innovation strategies of young firms: Corporate venture capital and venture capital impact on alliance innovation strategy0 aExploring the innovation strategies of young firms Corporate ven  c20173 aWe investigate how governance structure and power influence alliance exploration strategy. Adopting a real options perspective and the agency view, we suggest that innovation strategies differ based on the firm's governance authority. We find that the motivations of corporate venture capitalist firms, venture capitalists, and firm founders may have an impact on the formation of exploratory alliances among adolescent firms. Using a sample of 122 adolescent firms, we examine the influence that governance structure has on the firm's alliance portfolio and innovation potential. While the influence of corporate venture capitalist firms alone do affect alliance formation strategy, corporate venture-backed firms with founders having high influence (knowledge or ownership in the firm) are more likely to form innovation-focused alliances. In contrast, venture capitalist-backed firms tend to avoid innovation-focused alliances, preferring more exploitive ones, even when founders have high influence within the firm.10aStrategy & Entrepreneurship1 aGalloway, Tera, L.1 aMiller, Douglas, R.1 aSahaym, Arvin1 aArthurs, Jonathan  uhttps://stage.business.oregonstate.edu/biblio/exploring-innovation-strategies-young-firms-corporate-venture-capital-and-venture-capital01486nas a2200181   4500008004100000245014900041210006900190260000900259300001400268490000700282520076600289653003201055100001801087700001801105700002001123700001801143856014301161       2016                        eng d00aMixed Blessings: How Top Management Team Heterogeneity and Governance Structure Influence the Use of Corporate Venture Capital by Post-IPO Firms0 aMixed Blessings How Top Management Team Heterogeneity and Govern  c2016  a1208-12180 v693 aThis study examines the role of the top management team (TMT) and governance structures in the use of corporate venture capital (CVC) in firms that have recently undergone an initial public offering (IPO). The study is unique in that it sheds light on governance-related antecedents of strategic decision making in such firms. We integrate the insights of behavioral agency and upper echelon perspectives to develop our hypotheses. Our results show that in the presence of non-duality, a negative curvilinear relationship exists between TMT heterogeneity and the use of CVC. We also find that TMT heterogeneity and ownership motivate the use of CVC but only up to a certain threshold. Our findings contribute to the literatures of entrepreneurship and strategy.10aStrategy & Entrepreneurship1 aSahaym, Arvin1 aCho, Sam, Yul1 aKim, Sang, Kyun1 aMousa, Fariss  uhttps://stage.business.oregonstate.edu/biblio/mixed-blessings-how-top-management-team-heterogeneity-and-governance-structure-influence-use