Investigating Value Creation through the Business Models of Nanotechnology Ventures

This paper integrates the value creation, new venture performance, and business model literatures with that on the commercialization environment of advanced materials ventures to define and make operational the functions of a business model most relevant to emerging nanotechnology ventures. Responding to calls for new venture performance studies within carefully limited domains and for studies of the strategies of growth oriented ventures, empirical evidence is presented through case studies of 4 nanotechnology ventures, selected as examples of high and low value creation. Value creation recommendations emerge from a cross case comparison of business model functions and business model evolution processes.