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dc.contributor.authorHarrison, Richard T.
dc.contributor.authorMason, Colin M.en
dc.date.accessioned2024-01-27T13:49:28Z
dc.date.available2024-01-27T13:49:28Z
dc.date.issued2017
dc.identifier.citationRichard T. Harrison, Colin M. Mason, 'Backing the Horse or the Jockey? Due Diligence, Agency Costs, Information and the Evaluation of Risk by Business Angel Investors', Senate Hall, 2017, International Review of Entrepreneurship, 269-290
dc.identifier.issn2009-2822
dc.description.abstractThis paper explores the argument that business angel investors are more concerned with managing and minimising agency risk than market risk. Based on data on the due diligence process from a survey of business angels in the UK, the paper concludes that business angels do view entrepreneur characteristics and experience as having the greatest impact on the perceived riskiness of an investment opportunity. Further, they emphasise personal and informal over formal sources of information in the due diligence process, and seek information on both the entrepreneur and the venture in determining valuation. Indeed, the reliance of business angels on short-term and subjective information to value investment opportunities leads to the conclusion that their approach to valuation is not a function of the conventional protocols of financial analysis, but of personal relations and assessment. Keywords: risk, investment decision-making, due diligence, business angel, agency costsen
dc.language.isoenen
dc.publisherSenate Hallen
dc.relation.ispartofseriesInternational Review of Entrepreneurshipen
dc.relation.haspartVol. 15, Issue 2, 2017eng
dc.rightsY
dc.sourceInternational Review of Entrepreneurship
dc.subjectrisk|investment decision-making|due diligence|business angel|agency costsen
dc.titleBacking the Horse or the Jockey? Due Diligence, Agency Costs, Information and the Evaluation of Risk by Business Angel Investors
dc.typeJournal article
dc.status.refereedYes
dc.description.affiliationRichard T. Harrison (Centre for Entrepreneurship Research and Centre for Strategic Leadership, University of Edinburgh Business School, Scotland, UK) and Colin M. Mason (Adam Smith Business School, University of Glasgow, Scotland, UK)
dc.publisher.placeDublin
dc.rights.ecaccessrightsopenAccess
dc.format.extentpagination269-290
dc.identifier.urihttp://hdl.handle.net/2262/104661


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