@article {1971046,
	title = {Entrepreneurs{\textquoteright} start-up versus persistence decisions: A critical evaluation of expectancy and value},
	journal = {International Small Business Journal},
	year = {2015},
	month = {2015},
	abstract = {Research suggests that entrepreneurs tend to seek to maximize utility when considering whether to pursue a new venture opportunity. However, when choosing whether to persist with their current venture or not, utility maximization may not be of primary importance to entrepreneurs. Using a conjoint experiment, we examine the difference between entrepreneurs{\textquoteright} decision policies in start-up decisions versus persistence decisions. The analysis of the decisions of 135 entrepreneurs indicates that the way that entrepreneurs use expectancy and value in persistence decision policies is significantly different than the way that they use expectancy and value in general opportunity pursuit decision policies. The results provide interesting insights in the entrepreneurial decision-making process.},
	keywords = {Strategy \& Entrepreneurship},
	author = {Holland,Daniel V. and Garrett,Robert}
}
@article {1971041,
	title = {Internal Corporate Venture Operations Independence and Performance: A Knowledge-Based Perspective},
	journal = {Entrepreneurship, Theory and Practice},
	year = {2015},
	month = {2015},
	pages = {Forthcoming},
	keywords = {Strategy \& Entrepreneurship},
	author = {Garrett,Robert and Covin,Jeffrey G.}
}
@article {1978436,
	title = {Internal Corporate Venture Operations Independence and Performance:A Knowledge-Based Perspective},
	year = {2013},
	month = {2013},
	address = {Lake Buena Vista, FL},
	keywords = {Strategy \& Entrepreneurship},
	author = {Garrett,Robert and Covin,Jeff}
}
@article {1971051,
	title = {Top Management Support and Initial Strategic Assets: A Dependency Model of Internal Corporate Venture Performance},
	journal = {Journal of Product Innovation Management},
	volume = {30},
	year = {2013},
	month = {2013},
	pages = {896 - 915},
	keywords = {Strategy \& Entrepreneurship},
	author = {Garrett,Robert and Neubaum,Donald}
}
@article {1978446,
	title = {Contemporary diversification via internal corporate venturing.},
	year = {2012},
	month = {2012},
	address = {La Jolla, CA},
	keywords = {Strategy \& Entrepreneurship},
	author = {Garrett,Robert}
}
@article {1978441,
	title = {Family Business Venturing in Adjacent Competitive Domains:  Avoiding Sibling Clashes and Structuring Ventures for Success},
	year = {2012},
	month = {2012},
	address = {Brussels, Belgium},
	keywords = {Accounting, Strategy \& Entrepreneurship},
	author = {Garrett,Robert and Meeks-Koch,Jean}
}
@article {1971056,
	title = {Governance in multilateral R\&D alliances},
	journal = {Organization Science},
	volume = {23},
	year = {2012},
	month = {2012},
	pages = {1191-1210},
	abstract = {In research and development (R\&D) alliances, the partner firms must balance the tension between knowledge sharing and knowledge leakages because knowledge sharing, designed to support the alliance{\textquoteright}s technology development goals, can often lead to unintended and potentially damaging knowledge leakages. Governance structure is a well-understood knowledge protection strategy designed to reduce knowledge leakage concerns and thereby encourage desired knowledge transfers in two-party R\&D alliances. Whether governance structure can be an important balancing mechanism for R\&D alliances with multiple partner firms, or multilateral R\&D alliances, however, requires further study. Because increasing the number of alliance partners introduces additional complexities to managing an alliance, the appropriate governance mechanism for a multilateral R\&D alliance is likely to differ from that for a bilateral alliance. Drawing insights from social exchange theory, we explore governance decisions in multilateral R\&D alliances. First, we examine the potential for variance between multilateral and bilateral R\&D alliances in governance decisions as a means of knowledge sharing and knowledge protection. Results based on our analysis of 2,423 R\&D alliances, 1,690 bilateral and 733 multilateral, are consistent with predictions drawn from social exchange theory. We next focus on three-partner R\&D alliances, or trilateral R\&D alliances, and compare governance mechanisms between two types of trilateral R\&D alliances: chain and net. We find that equity governance structures are more likely to be used in net-based than in chain-based trilateral R\&D alliances; we also find that alliance scope moderates the relationship between the type of alliance and governance structure. Finally, we find that multilateral R\&D alliances with predicted (aligned) governance structures perform better, in terms of alliance longevity, than those with misaligned structures.},
	keywords = {Strategy \& Entrepreneurship},
	author = {Li,D. and Eden,L. and Hitt,M. and Ireland,R. and Garrett,Robert}
}
@article {1978451,
	title = {Core Business Prospects and the Management of Internal Corporate Ventures},
	year = {2011},
	month = {2011},
	address = {San Antonio, TX},
	keywords = {Strategy \& Entrepreneurship},
	author = {Garrett,Robert}
}
@article {1978456,
	title = {Top Management Support and Initial Strategic Assets: Improving ICV Performance},
	year = {2011},
	month = {2011},
	address = {San Antonio, TX},
	keywords = {Strategy \& Entrepreneurship},
	author = {Garrett,Robert and Neubaum,Donald}
}
@article {1978466,
	title = {Challenges of Quantitative Research on Internal Corporate Venturing},
	year = {2010},
	month = {2010},
	address = {Kona, HI},
	keywords = {Strategy \& Entrepreneurship},
	author = {Garrett,Robert}
}
@article {1971066,
	title = {Challenges of Quantitative Research on Internal Corporate Venturing},
	journal = {International Journal of Entrepreneurial Venturing},
	volume = {2},
	year = {2010},
	month = {2010},
	pages = {129-143},
	abstract = {Internal corporate ventures are entrepreneurial initiatives that originate within the corporate structure (or within an existing business of the corporation) and are intended from inception as new businesses for the corporation. In spite of the long history associated with the phenomenon of internal corporate venturing, the literature provides surprisingly little quantitative evidence regarding factors important to internal corporate venturing success. Most of the literature is anecdotal, while the few empirical studies that do exist suffer from methodological problems that introduce contamination into their findings. The current paper outlines those methodological problems and proposes techniques for minimizing their effects.},
	keywords = {Strategy \& Entrepreneurship},
	author = {Garrett,Robert}
}
@article {1971061,
	title = {Does Employee Ownership Increase Innovation?},
	journal = {New England Journal of Entrepreneurship},
	volume = {13},
	year = {2010},
	month = {2010},
	pages = {37-46},
	abstract = {One way that firms attempt to innovate is through investment in R\&D activity. However, there is much heterogeneity in innovations among firms making comparable R\&D investments. This paper explores employee ownership{\textquoteright}s moderating effect on the relationship between R\&D intensity and innovative output. The basis for the moderation is that ownership increases motivation and commitment to the innovation agenda of the company, and retains employees{\textquoteright} entrepreneurial efforts for internal opportunities. Using hierarchical regression, the data support the hypothesis that employee stock ownership positively moderates the relationship between R\&D intensity and innovative output. Implications for future research and practice are addressed.},
	keywords = {Strategy \& Entrepreneurship},
	url = {http://www.sacredheart.edu/download/3539_neje_fall10.pdf},
	author = {Garrett,Robert}
}
@article {1978471,
	title = {Internal Corporate Venturing in Multi-General Family Businesses},
	year = {2010},
	month = {2010},
	address = {Kona, HI},
	keywords = {Strategy \& Entrepreneurship},
	author = {Garrett,Robert and Craig,Justin and Zellweger,Thomas and Dibrell,Clay}
}
@article {1978461,
	title = {Navigating in New Business Domains:Internal Corporate Ventures as Exploratory Vehicles},
	year = {2010},
	month = {2010},
	address = {Montreal},
	keywords = {Strategy \& Entrepreneurship},
	author = {Covin,Jeff and Garrett,Robert and Kuratko,Don and Shepherd,Dean}
}
@article {1971071,
	title = {Corporate venturing: Insights from actual performance},
	journal = {Business Horizons},
	volume = {52},
	year = {2009},
	month = {2009},
	pages = {459-467},
	address = {Bloomington, IN},
	abstract = {Corporate innovation and the entrepreneurial strategies on which it is based are key challenges at the forefront of executive concerns. In order to establish some factual foundations amid the popular {\textquotedblleft}folklore{\textquotedblright} that surrounds corporate innovation today, this study examines the actual factors that influence internal corporate venturing within the realm of a corporate entrepreneurship strategy.	 Data were collected from 145 internal corporate ventures (early-stage ventures, middle-stage ventures, and established-stage ventures) operating in 72 firms headquartered in the mid-western United States. The results of this study are summarized and offer insights on some of the key correlates of corporate venturing performance.},
	keywords = {Strategy \& Entrepreneurship},
	author = {Kuratko,Donald F. and Covin,Jeffrey G. and Garrett,Robert}
}
@article {1971076,
	title = {Market Responsiveness, Top Management Risk Taking, and the Role of Strategic Learning as Determinants of Market Pioneering},
	journal = {Journal of Business Research},
	volume = {62},
	year = {2009},
	month = {2009},
	pages = {782-788},
	abstract = {This study investigates managerial and organizational factors associated with engaging in a market pioneering strategy. Specifically, top management risk taking and the firm-level capability of market responsiveness are hypothesized to be associated with market pioneering. Additionally, strategic learning self efficacy is hypothesized to moderate the effects of top management risk taking and market responsiveness on market pioneering. Moderated regression analysis based on data collected from 111 manufacturing firms supports the hypotheses. Top management risk taking and market responsiveness positively predict the use of a pioneering strategy. Strategic learning self efficacy makes market pioneering more palatable to risk-averse top managers who might not otherwise engage in pioneering. Finally, strategic learning self efficacy strengthens the relationship between market responsiveness and market pioneering. Implications for future theory, practice, and research are discussed.},
	keywords = {Strategy \& Entrepreneurship},
	author = {Garrett,Robert and Covin,J. and Slevin,D.}
}
@article {1978476,
	title = {Parent Resources and Managerial Oversight as Determinants of Internal Corporate Venture Performance},
	year = {2009},
	month = {2009},
	address = {Chicago, IL},
	keywords = {Strategy \& Entrepreneurship},
	author = {Garrett,Robert}
}
@article {1978481,
	title = {Top Management Risk Taking, and the Role of Strategic Learning as Determinants of Market Pioneering},
	year = {2007},
	month = {2007},
	keywords = {Strategy \& Entrepreneurship},
	author = {Garrett,Robert and Covin,J. G. and Slevin,D. P.}
}
@article {1978486,
	title = {Employee Stock Ownership as a Moderator of the Relationship between R\&D Intensity and Innovation},
	year = {2006},
	month = {2006},
	keywords = {Strategy \& Entrepreneurship},
	author = {Garrett,Robert}
}
