Journal of Business Venturing

Journal: Journal of Business Venturing

Publisher

Elsevier

ISSN

0883-9026
1873-2003

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Publications1 - 10 of 11

Founders for hire? The role of venture studios in breaking the individual-opportunity nexus
Coelsch-Foisner, Constanze; Vandeweghe, Laurens; Clarysse, Bart; et al. (2026)
Journal of Business Venturing
Entrepreneurship theory has often posited the founder as the central agent of venture creation; from identifying opportunities, to mobilizing resources, and driving execution. We examine how venture studios – organizations that systematically create new ventures by taking over traditionally founder-led processes – challenge this assumption. Drawing on an inductive multiple case study of 16 venture studios with 50 primary and secondary interviews, we reveal how venture studios develop and validate ideas independently from founders prior to recruiting them, and how they coordinate the entrepreneurial process when these functions are separated. Our findings contribute to the literature on the individual-opportunity nexus, the entrepreneurial process and open the research agenda on venture studios as a new phenomenon in entrepreneurship.
Venture boards: Knowns and unknowns
Clarysse, Bart; Bruneel, Johan; Lomberg, Carina; et al. (2026)
Journal of Business Venturing
Venture boards shape how high-growth ventures learn, decide, and access resources under uncertainty. This special issue advances venture board research by shifting attention from boards as structure (composition and formal attributes) to boards as capability (routines and relational processes that channel attention, orchestrate advice and monitoring, and enable timely decisions). The eight articles collectively explore board composition, its changes over the venture life cycle, consequences on boards, and outcomes. Building on these contributions and the wider literature, this editorial advances five directions for future research: theorizing boards as capabilities and mechanisms, embracing epistemological and methodological pluralism, unpacking micro-level decision dynamics, comparing venture boards with other sources of advice, and situating venture boards in their entrepreneurial ecosystems.
From strong ties to no ties: Configurations for first-customer acquisition in tech startups
Denoo, Lien; Soh, Pek Hooi; Clarysse, Bart (2026)
Journal of Business Venturing
Attracting customers is one of the most important milestones for technology ventures. Ties are generally considered as beneficial when attracting start-up resources, such as first customers, because they can mitigate information asymmetry to overcome liabilities of newness and smallness. Despite this, when and how entrepreneurs use different network approaches to attract their ventures' first paying customers remains understudied. We rely on the concept of tie strength to distinguish between ventures acquiring customers via pre-existing strong ties, weak ties, or no ties (i.e., through market-based mechanisms). Using fuzzy-set Qualitative Comparative Analysis on 72 entrepreneurs from 72 Flemish technology ventures, complemented by extensive qualitative data, we identify distinct, equifinal configurations of founder, firm, and environmental attributes that are associated with acquiring customers through strong, weak, or no ties. Our post-hoc performance analyses further reveal performance differences: while attracting customers through no ties is associated with higher revenues, only using strong ties to attract first paying customers is associated with higher survival at scale. Our findings have important practical implications for entrepreneurs and technology commercialization policies. Overall, our study contributes a network-based perspective to customer acquisition to the literatures on entrepreneurial resource acquisition, entrepreneurial marketing and technology entrepreneurship.
Surviving the emotional rollercoaster called entrepreneurship: The role of emotion regulation
De Cock, Robin; Denoo, Lien; Clarysse, Bart (2019)
Journal of Business Venturing
Commercialization strategy and internationalization outcomes in technology-based new ventures
Symeonidis, M.; Bruneel, Johan; Autio, Erkko (2017)
Journal of Business Venturing
Technology ventures' engagement of external actors in the search for viable market applications: On the relevance of Technology Broadcasting and Systematic Validation
Andries, Petra; Clarysse, Bart; Costa, Sergio (2021)
Journal of Business Venturing
In order to succeed, technology ventures need to find a profitable market application for their technology. Although external market actors may provide important information for the identification and validation of potential technology-market combinations, it remains largely unclear how technology ventures can involve them in this process. Building on insights from organizational search literature, this study follows five university spin-offs trying to commercialize early-stage technologies. We find that ventures are cognitively constrained in proactively identifying and approaching external market actors. Interestingly, the better performing ventures in our sample engage in a previously undocumented market search process we label Technology Broadcasting. They communicate their technological competencies to a broad range of market actors and react to these actors' assessment and spontaneous expressions of interest, thereby overcoming their own cognitive constraints. Resource constraints require filtering these expressions of interest through Systematic Validation with additional market players. These results complement the existing insights on market search by entrepreneurial ventures and advance the literature on organizational search.
Does team entrepreneurial passion matter for relationship conflict and team performance? On the importance of fit between passion focus and venture development stage
Boone, Sarah; Andries, Petra; Clarysse, Bart (2020)
Journal of Business Venturing
This study advances the literature on entrepreneurial passion, which struggles to explain when and how the experience of passion impacts venture-level performance, by shifting the focus to the team level and investigating the mechanisms and contingencies underlying this relationship. Drawing on identity control theory and the literature on new venture life cycle stages, we theorize and test that team entrepreneurial passion (TEP) affects new venture team performance via relationship conflict, and that this mechanism differs depending on whether the team’s passion focus is aligned with the venture’s development stage. Based on survey data and start-up competition scores from 86 new venture teams, we conclude that a prerequisite for a team to benefit from the experience of TEP, is that its passion focus at least reflects the entrepreneurial activities that are required for the specific development stage the venture operates in. Implications for research and practice are discussed.
The Double Impact of Institutions: Institutional Spillovers and Entreprenerial Activity in the Solar Photovoltaic Industry
Hoppmann, Joern; Vermeer, Ben (2020)
Journal of Business Venturing
Venturing into the unknown with strangers: Substitutes of relational embeddedness in cross-border partner selection in venture capital syndicates
Meuleman, Miguel; Jääskeläinen, Mikko; Maula, Marrku V.J.; et al. (2017)
Journal of Business Venturing
Escalation of commitment in venture capital decision making: differentiating between domestic and international investors
Devigne, David; Manigart, Sophie; Wright, Mike (2016)
Journal of Business Venturing

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