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External legitimation in international new ventures: toward the typology of captivity

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  • Romeo V. Turcan

Abstract

This paper explores within the framework of new venture legitimation how and why international new ventures acquire external legitimacy and strive for survival in the face of critical events. Following a longitudinal multiple-case study methodology that was adopted for the purpose of theory building, the paper introduces the typology of captivity, and the four types that have emerged: captive industry supplier, captive dyadic partner, captive market leader, and free market leader. The effects of captivity types on the acquisition of external legitimacy and its survival, on reaching legitimacy threshold, and on the valuation of the venture are discussed and respective propositions are put forward to guide future research.

Suggested Citation

  • Romeo V. Turcan, 2012. "External legitimation in international new ventures: toward the typology of captivity," International Journal of Entrepreneurship and Small Business, Inderscience Enterprises Ltd, vol. 15(2), pages 262-283.
    • Handle: RePEc:ids:ijesbu:v:15:y:2012:i:2:p:262-283
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    Cited by:

    1. Romeo V. Turcan, 2013. "International New Venture Legitimation: An Exploratory Study," Administrative Sciences, MDPI, vol. 3(4), pages 1-29, November.
    2. Romeo Turcan & Anita Juho, 2014. "What happens to international new ventures beyond start-up: An exploratory study," Journal of International Entrepreneurship, Springer, vol. 12(2), pages 129-145, June.

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