Corporate venture capital (CVC) activities are on the rise as a legitimate tool for innovation stimulation and strategic renewal of large corporations. This study analyzes relationships as a central source of relational rent generation and thus value generation, by drawing upon Dyer and Singh’s (1998) relational view. A plethora of research has been conducted since the initial publication of this framework, which provides additional evidence that should affect the design of the relational view. Making use of primary quantitative empirical data as well as recent theoretic and empirical findings, a development of the relational view derived in this paper using the context of dyadic CVC investor – portfolio company relationships.