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Anhang
Literaturüberblick zu BAs und BAN (1/2)
Studiengebiet Autoren
Definition und Datenerhebung
konzeptionelle/nicht-empirische Beiträge Avdeitchikova et al. (2008); Farrell (2008); Harrison/Mason (2008); Riding (2008)
Überblicksstudien
konzeptionelle/nicht-empirische Beiträge Freear et al. (2002); Mason (2005); Mason (2008)
Investitionsprozess
konzeptionelle/nicht-empirische Beiträge Prasad et al. (2000); Ibrahim/Rogers (2008); Politis (2008)
empirische Beiträge Steier/Greenwood (2000); Elitzur/Gavious (2003); Mason/Harrison (2003b); Becker-Blaese/Sohl (2007); Paul et al. (2007); Collewaert (2009); Ludvigsen (2009); Maxwell et al. (2009)
Motive und Ziele
konzeptionelle/nicht-empirische Beiträge Baty/Sommer (2002)
empirische Beiträge Sullivan/Miller (1996)
Investmentpräferenzen
empirische Beiträge Kelly/Hay (1996); Raueiser (2007)
Humankapital und Sozialkapital
empirische Beiträge Freear et al. (1994); Fiet (1995); Kelly/Hay (2000); Sörheim/Landström (2000); Ardichvili et al. (2002); Kelly/Hay (2003); Sörheim (2003); Erikson (2007); Harrison/Mason (2007)
Erfolg
empirische Beiträge Lumme et al. (1996); Mason/Harrison (2002b);Mason/Harrison (2004b); Wiltbank et al. (2009)
Verhältnis von BAs und VCs
konzeptionelle/nicht-empirische Beiträge Schwienbacher (2007); Fairchild (2009)
empirische Beiträge Fiet (1991); Harrison/Mason (2000); Osnabrugge (2000);Madill et al. (2005); Sörheim (2005); Chahine et al. (2006); Heukamp et al. (2006)
197 R.Redweik, Organisation und Erfolg von Business Angel-Netzwerken,Innovation und Entrepreneurship, DOI 10.1007/978-3-8349-3894-7, © Springer Fachmedien Wiesbaden 2013
Literaturüberblick zu BAs und BAN (2/2)
Studiengebiet Autoren
Länderspezifische empirische Studien zu BAs
Canada Farrell (1998)
China Tingchi/Chang (2007)
Deutschland Brettel (2002); Stedler/Peters (2002); Fryges et al. (2007); Schefczyk/Pankotsch (2009); Wallisch (2009)
Japan Tashiro (1999)
Kroatien, Ungarn, Slowakei Szerb et al. (2007)
Schweden Mansson/Landström (2006)
Singapur Wong/Ho (2007)
UK Mason/Harrison (2000); Paul et al. (2003)
USA Wetzel (1983); Sohl (1999); Sohl (2003); Shane (2008); Sohl (2008)
international Burke et al. (2008)
Unterstützung und öffentliche Förderung des BA-Marktes
konzeptionelle/nicht-empirische Beiträge Lipper/Sommer (2002); Mason/Harrison (2003a);Aernoudt et al. (2007)
empirische Beiträge Mason/Harrison (2002a); Mason/Harrison (2006)
Organisation von BAN
konzeptionelle/nicht-empirische Beiträge Aernoudt/Erikson (2002); Gullander/Napier (2003); Aernoudt (2005a); Aernoudt (2005b)
empirische Beiträge Mason/Harrison (1997); Cerullo/Sommer (2002); May (2002); Payne/Macarty (2002); Lange et al. (2003); Mason/Harrison (2004a);Sohl/Hill (2007)
Erfolg von BAN
konzeptionelle/nicht-empirische Beiträge José et al. (2005)
empirische Beiträge Harrison/Mason (1996a); Harrison/Mason (1996b); Jörg et al. (2002); Collewaert et al. (2010)
Nutzen von BAN für BAs
empirische Beiträge Westphal (2005); Wiltbank/Boeker (2007); Zu Knyphausen-Aufseß/Westphal (2008)
Anhang 1: Literaturüberblick zu BAs und BAN
Quelle: Eigene Darstellung
198
Zusammenfassung zur Organisation von BAN
Club Zweiseitige Plattform
Definition „A club is a voluntary group deriving mutual benefits from sharing one or more of the following: production costs, the members‘ characteristics, or a good characterized by excludable benefits” (Cornes/Sandler 1996, S. 347)
„Two-sided (or, more generally, multi-sided) markets are roughly defined as markets in which one or several platforms enable interactions between end-users and try to get two (or multiple) sides ’on board‘ byappropriately charging each side” (Rochet/Tirole 2006, S. 645)
Mitgliederstruktur Anzahl und Art der Mitglieder auf einer Seite entscheidendSegmentierung von Clubs anhand von Mitgliedereigenschaften und Präferenzen
Anzahl und Art der Mitglieder auf beiden Seiten entscheidendSegmentierung von Plattformen anhand von Mitgliedereigenschaften und Präferenzen
Preissetzung abhängig von Menge des Club-Gutes, Nutzungsintensität, Anzahl und Art der Mitglieder, Kosten der Produktion
abhängig von Art und Stärke der Netzwerkeffekte innerhalb und zwischen den Seiten, Nachfrageelastizitäten, Multiplattform-Nutzung, fixe Mitglieder-und variable Interaktionskosten
Management i.d.R. durch Mitglieder („member-owned“), aber auch durch Manager („firm-owned“) bzw. bei zu hohen Fixkosten durch öffentliche Hand („government-owned“) möglich
i.d.R. durch Manager, aber auch durch eine der Seiten („buyer-owned“) bzw. bei zu hohen Fixkosten durch öffentliche Hand möglich
Entscheidungs-struktur
i.d.R. gemeinschaftlich durch Mitglieder, dezentrale Entscheidungsstruktur
i.d.R. durch Manager, zentrale Entscheidungsstruktur
Prozesse Umfang abhängig von Anzahl der Produkte („singleproduct“ vs. „multiproduct“ Club)Entscheidung „singleproduct“ vs. „multiproduct“ Club abhängig von Verbundvorteilen und Präferenzen
Umfang abhängig von Netzwerkeffekten und Zahlungsbereitschaft auf jeweiliger Seite
Regionale Ausrichtung
abhängig von Transportkosten,gewünschter Interaktionshäufigkeit, Präferenzen für Club-Guti.d.R. regional bei hohen Transportkosten und hoher Interaktionshäufigkeit
abhängig von Transportkosten und Präferenzen auf beiden Seiten i.d.R. überregional, um Mitgliederzahl zu maximieren
Anhang 2: Zusammenfassung zur Organisation von BAN
Quelle: Eigene Darstellung
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