Abstract

Entrepreneurship scholars have long studied how different organisational structures influence the performance of young firms. Incubators, accelerators, angel investors and venture capital (VC) funds all provide capital and guidance, yet a newer mechanism, the venture studio, claims to produce start‑ups that grow faster, exit earlier and deliver superior returns. This paper compares venture studios with traditional early‑stage models by reviewing peer‑reviewed literature, examining data from the Global Startup Studio Network (GSSN) and other reports, and analysing case studies from North America. Venture studios combine elements of incubation, acceleration and venture capital but act as institutional co‑founders: they generate ideas, recruit teams, provide capital and infrastructure and hold significant equity stakes. The study examines equity structures and founder motivation, exit rates and return on investment (ROI), and the broader innovation ecosystems enabled by these models. The analysis concludes that while venture studios offer higher ownership, faster funding timelines and a more structured innovation process, the model’s success depends on alignment of incentives, founder autonomy and the studio’s ability to recycle learning across ventures. The paper highlights advantages and limitations of the venture studio approach and suggests avenues for further research.

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