Personal strategies of owners/founders of small business startups are related to performance and to environmental uncertainty. This is done using a longitudinal data set of some 50 Dutch startups. The results suggest a dynamic process between strategy and performance.A discrimination is made between four strategies (reactive, critical point, complete planning and opportunistic). The role of uncertainty is discussed. The dynamic process is embedded in the PERSUADE model.
Personal strategies of owners/founders of small business startups are related to performance and to environmental uncertainty. This is done using a longitudinal data set of some 50 Dutch startups. The results suggest a dynamic process between strategy and performance.A discrimination is made between four strategies (reactive, critical point, complete planning and opportunistic). The role of uncertainty is discussed. The dynamic process is embedded in the PERSUADE model.
Smaller companies are abundant in the business realm and outnumber large companies by a wide margin. To maintain a competitive edge against other businesses, companies must ensure the most effective strategies and procedures are in place. This is particularly critical in smaller business environments that have fewer resources. Start-Ups and SMEs: Concepts, Methodologies, Tools, and Applications is a vital reference source that examines the strategies and concepts that will assist small and medium-sized enterprises to achieve competitiveness. It also explores the latest advances and developments for creating a system of shared values and beliefs in small business environments. Highlighting a range of topics such as entrepreneurship, innovative behavior, and organizational sustainability, this multi-volume book is ideally designed for entrepreneurs, business managers, executives, managing directors, academicians, business professionals, researchers, and graduate-level students.
The topic of Entrepreneurial Finance involves many issues, including but not limited to the risks and returns to being an entrepreneur, financial contracting, business planning, capital gaps and the availability of capital, market booms and busts, public policy and international differences in entrepreneurial finance stemming from differences in laws, institutions and culture. As these issues are so extremely broad and complex, the academic and practitioner literature on topic usually focuses on at most one or two of these issues at one time. The Oxford Handbook of Entrepreneurial Finance provides a comprehensive picture of issues dealing with different sources of entrepreneurial finance and different issues with financing entrepreneurs. The Handbook comprises contributions from 48 authors based in 12 different countries. It is organized into seven parts, the first of which introduces the issues, explains the organization of the Handbook, and briefly summarizes the contributions made by the authors in each of the chapters. Part II covers the topics pertaining to financing new industries and the returns and risk to being an entrepreneur. Part III deals with entrepreneurial capital structure. Part IV discusses business planning, funding and funding gaps in entrepreneurial finance with a focus on credit markets. Part V provides analyses of the main alternative sources of entrepreneurial finance. Part VI considers issues in public policy towards entrepreneurial finance. Part VII considers international differences in entrepreneurial finance, including analyses of entrepreneurial finance in weak institutional environments as well as microfinance.
Becoming a successful entrepreneur is impossible without accepting risk - the question is which risk to take and at what time. This guide offers practical, no-nonsense advice for marketing and financing your business, bringing on partners and employees, and launching your business as inexpensively and aggressively as possible.
Gathering some of the latest research in the field, this book provides an exciting and timely overview of management in small and medium enterprises and new ventures. This clear and accessible volume also offers practical recommendations on strategic planning, human resource management, entrepreneurial teams, and learning and innovation.
This book connects entrepreneurship and psychology research by focusing on the personality dimensions of entrepreneurs, entrepreneurial cognition, entrepreneurial leadership, and gender behavior. It features state of the art interdisciplinary research offering a unified perspective on entrepreneurial psychology. Individual chapters address advances related to entrepreneurial intentions, complexity management, personality psychology, intrapreneurial behavior, entrepreneurial communities and demographic changes, among others. Laboratory experiments that study entrepreneurial behavior round out the coverage.
This open access book focuses on explaining differences amongst organizations regarding various attributes, forms, and outcomes. By focusing on the “how” of new venture creation and management to produce well-established organizations, the authors aim to increase our understanding of the antecedents of most management research assumptions. New ventures are the source of most newly created jobs generated in an economy, new industries and markets, innovative products and services, and new solutions to economic, social, and environmental problems. However, most management research assumes a well-established organization as the starting point of their theorizing. Building on the notion of guided attention, it details how entrepreneurs can allocate their transient attention to identify potential opportunities from environmental change and how entrepreneurs allocate their sustained attention to form beliefs about radical and incremental opportunities requiring entrepreneurial action. The authors explain how entrepreneurs build such communities and engage community members over time to co-construct potential opportunities for new venture progress. Using the lean startup framework, they connect the dots between the theorizing on identifying and co-constructing potential opportunities and the startup of new ventures. This leads to a new overarching framework based on are (1) co-creating a startup, (2) organizing a startup, and (3) performing a startup to bring together the many disparate threads of research on new ventures. The authors then theorize on the importance of knowledge in organizational scaling. Based on cutting-edge research from the leading entrepreneurship journals, this book expands knowledge on the cognitive aspect of the new venture creation process.
