Show Less

Financial Systems, Corporate Investment in Innovation, and Venture Capital

Edited by Anthony Bartzokas and Sunil Mani

This book examines the role of venture capital institutions in financing technology-based ventures both in developed and developing countries. It also explores that part of venture capital activity which is hitherto vastly under-researched; namely the ability of venture capital institutions to render a whole host of value-added support functions. These include setting up management teams and designing strategic plans for fledgling enterprises. The latter issue is operationalized through a series of carefully chosen case studies.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 7: Financial systems, investment in innovation, and venture capital: the case of China

Steven White, Jian Gao and Wei Zhang


Steven White, Jian Gao and Wei Zhang INTRODUCTION The Chinese government has always seen science and technology as essential in supporting its ambitions for national security and, more recently, economic development. Venture capital in the Chinese context, therefore, has been promoted not as a means to private gain, but as a critical mechanism for linking scientific and technological capabilities and outputs, on the one hand, with national and regional economic and social development, on the other. No longer, however, do policy makers or analysts ask the naïve question of whether China’s venture capital industry will follow the ‘Silicon Valley model’, that of some other country or region, or develop into a distinctive ‘Chinese’ model. Although still developing, China’s venture capital industry is clearly an outcome of its particular combination of political, economic and social institutions1 and the nature of the broader changes it has been undergoing during its transition from central planning to a more market-based business system. China’s venture capital industry, including the total set of related actors and institutions, has undergone a dramatic transformation over the last two decades. Because of its starting conditions – in particular, its legacy of inefficient central planning and socialist ideology – the results of this transformation seem particularly striking. The system that has emerged so far is highly complex in terms of the variety and number of organizational actors, as well the multiple dimensions on which these actors are linked (Figure 7.1). This complexity is increased because all of the organizational...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.