Stefan Weik

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Title
Prof. Dr.
Last Name
Weik
First name
Stefan
Email
stefan.weik@unisg.ch
Phone
+41 71 224 74 37

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    Venture capital and the international relocation of startups
    (2024-09)
    Stefan Weik  
    ;
    Ann-Kristin Achleitner
    ;
    Reiner Braun
    Venture capital (VC) in most economies outside the U.S. is still developing and relies heavily on foreign investment. This raises concerns that startups are migrating out of these countries as a consequence. Using a novel large-scale dataset of startup headquarter (HQ) location histories across a heterogeneous set of 17 countries, we document novel facts on startup relocation across countries. First, international startup relocation is relatively common: about 6 % of startups move across borders, representing 17 % of the total startup value created. Second, by far, most relocation (85 %) is directed to the US. Third, relocation leads to the majority of startups' workforce ending up in the foreign country. Fourth, foreign VC investment, particularly from the US, is strongly associated with relocation, with the effect implying that one in ten US investments leads to relocation. This foreign VC effect is robust to matching, panel data, and instrumental variable analyses, and is more pronounced when startup financing conditions are poor. These findings shed light on the global movement of startups and suggest that the outflow can be addressed by improving startups' local financing conditions.
    Type:journal article
    Journal:Research Policy
    Volume:53
    Issue:7
    DOI:10.1016/j.respol.2024.105031
    URI:https://www.alexandria.unisg.ch/handle/20.500.14171/120757
    Scopus© Citations 27
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    Jensen LBOs
    (2025-11-07)
    Braun, Reiner
    ;
    Jenkinson, Tim
    ;
    Stefan Weik  
    Type:conference contribution
    URI:https://www.alexandria.unisg.ch/handle/20.500.14171/124325
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    Private Equity and the Organization of Firms
    (2026)
    Obernberger, Stefan
    ;
    Stefan Weik  
    ;
    Yin, Xiang
    We study how private equity (PE) buyouts reshape firms' internal organization. Combining data on over 10,000 U.S. PE buyouts with resume histories of more than five million employees, we track changes in hierarchies, control spans, and functional structure. Contrary to the widely cited view that PE streamlines and flattens organizations, we find that hierarchies deepen and control spans narrow. Administrative and coordination-intensive functions expand relative to product-related functions. Executive teams grow and become more specialized. These organizational changes persist after PE exits. Overall, the evidence suggests that PE investors build organization capital by improving coordination and decision-making within firms.
    Type:working paper
    URL:https://ssrn.com/abstract=6639522
    URI:https://alexandria.unisg.ch/handle/20.500.14171/139758
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