Cross-border venture capital (CBVC), investments made by VC investors in portfolio companies founded in countries other than the country in which investments are managed, is an increasingly important phenomenon (Wright et al., 2005). Obtaining CBVC provides both advantages and disadvantages compared to domestic VC (Makela & Maula, 2005). Due to the higher transaction costs, cross-border investors devote less time to their portfolio companies (Sapienza et al. 1996). Spatial distance of CBVC investors may hence be especially negative for early stage companies as they continuously need to identify, acquire and integrate resources in their organization (Arthurs & Busenitz 2006; Vohora et al. 2004; Frisch and Schilder, 2008), and develop early routines (Lockett et al., 2008). Once these initial resources have been put into place and organizational routines have been developed, cross-border investors can spur the development of their portfolio companies by providing access to their specific knowledge-based resources, international networks and endorsement benefits (Makela & Maula, 2005; Stuart et al., 1999).