2007
DOI: 10.2189/asqu.52.2.248
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Throwing Good Money after Bad? Political and Institutional Influences on Sequential Decision Making in the Venture Capital Industry

Abstract: This study focuses on the political and institutional influences that lead organizational decision makers to avoid terminating unsuccessful investments, even when there is competition and they have the experience and incentives to maximize profits. I examine multilevel influences on sequential investment decisions in the U.S. venture capital industry through a qualitative study of the investment process and a quantitative examination of venture capital investments between 1989 and 2004. Results show that ventu… Show more

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Cited by 290 publications
(232 citation statements)
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References 130 publications
(253 reference statements)
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“…Organizational researchers, in the meantime, have abstract models of the decision-making process (Argyris 1976) and statistical results concerning decision outcomes (e.g., Salancik and Pfeffer 1974;Guler 2007), as well as subtle insights concerning the cognitive and cultural dimensions of decision making (Weick 1995), but have paid little attention to the actual encounters in which options are discussed. The standout exception is Vaughan's (1996) detailed analysis of the decision to launch the doomed Challenger space shuttle, culminating in a meeting of NASA and contractor engineers at which the decision to go ahead with the launch was made.…”
Section: Discussionmentioning
confidence: 99%
“…Organizational researchers, in the meantime, have abstract models of the decision-making process (Argyris 1976) and statistical results concerning decision outcomes (e.g., Salancik and Pfeffer 1974;Guler 2007), as well as subtle insights concerning the cognitive and cultural dimensions of decision making (Weick 1995), but have paid little attention to the actual encounters in which options are discussed. The standout exception is Vaughan's (1996) detailed analysis of the decision to launch the doomed Challenger space shuttle, culminating in a meeting of NASA and contractor engineers at which the decision to go ahead with the launch was made.…”
Section: Discussionmentioning
confidence: 99%
“…As happens in cases of path dependence, particularly in the inefficient Lock-in Phase, escalating commitment prevents organizational decision makers from changing their course of action, despite continued negative feedback on the outcome. Instead of stopping, the agents replicate the inefficient solution-in particular, the tendency to throw good money after bad (see Guler, 2007)-for various reasons.…”
Section: Escalating Commitmentmentioning
confidence: 99%
“…In sum, social structure plays an active role in both the exante selection of partners and the ex-post deterrence of opportunistic behavior. Such reputation-based deterrence relies on institutions and norms about reciprocity, equity/fairness, truthfulness, solidarity, and the like in partners' environments (Coleman, 1988;Guler, 2007;Phillips, Turco, & Zuckerman, 2011). The socially imposed costs of uncooperative behavior need to be sufficiently and reliably high for partners to base their trust on structural cues.…”
Section: Causes and Remedies Of Cooperation Failures Cooperation Faimentioning
confidence: 99%