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- Publisher
- Emerald Publishing
- Copyright
- Copyright © 2013 Emerald Group Publishing Limited. All rights reserved.
- ISSN
- 0275-6668
- DOI
- 10.1108/JBS-11-2012-0064
- Publisher site
- See Article on Publisher Site
Abstract
Purpose – The purpose of this paper is to examine certain venture capital (VC) practices that conventional company managers might adopt to improve effectiveness when faced with increasing competition. Design/methodology/approach – Based on current VC research, the paper isolates certain practices that are particularly effective in hypercompetitive contexts. Findings – If managers see their companies differently – not as monolithic entities but rather as a combination of different business models, some nascent, some mature, a portfolio of current opportunities with potential offshoots – managers can implement practices to increase the company's ability to survive and potentially thrive in a hypercompetitive environment. Originality/value – Venture capitalists guide companies through important transitions in turbulent contexts. This article isolates and analyses their practices, so as to allow them to be transposed to a more conventional business context.
Journal
Journal of Business Strategy – Emerald Publishing
Published: Jul 12, 2013
Keywords: Small to medium‐sized enterprises; Venture capital; Management strategy; Uncertainty management; Strategy under uncertainty; Hypercompetition; Business models; SME management; Emergent strategy