Determinants of venture performance in Singapore

Abstract

Based on a survey of Singapore venture capital (VC)-backed firms, we find that environment, resource-based capabilities, strategy, and VC firms' involvement affect the venture performance significantly. The environment is a major constraint within which a firm's strategy is developed. While managers formulate and implement strategies, these strategies do not determine the eventual success directly. The strategy formulated should be complemented by a firm's resource-based capabilities. Firms that do not match their strategy and resources could lead to unfocused and unproductive efforts. Evidence shows that the "fit" between resource-based capabilities and strategy partially affects the venture performance. Our study provides implications for both venture capitalists and entrepreneurs in finding the right partner and in cooperating with each other.