Search results

Entrepreneurship research has grown in both quality and quantity over the past decade, as many theoretical innovations and important empirical research findings have been introduced to the field. However, theoretical approaches to understanding entrepreneurship remain fragmented, and empirical findings are unstable across different contexts. This chapter describes features of a multi-level process view of new venture emergence that adds coherence to the entrepreneurship theory jungle and brings order to idiosyncratic empirical results, by explaining how ideas become organized into new ventures. The centerpiece of this effort is enactment theory, a general process approach specifically developed to explain organizing processes. Enactment theory – and Campbellian evolutionary theorizing more generally – has a long history of use within and across multiple levels of analysis. Consequently, the description here illustrates how organizing unfolds across multiple levels of analysis and multiple phases of development. After describing the theorizing assumptions and multi-level process view of new venture organizing, the chapter explores implications of applying this perspective by suggesting new research directions and interpretations of prior work. The aim is to advocate process theorizing as a more productive approach to understanding new venture emergence.

The purpose of this paper is to explore the emergence and development of leadership within the context of new ventures.

A qualitative approach was conducted to analyze in-depth the circumstances under which leadership is emerging and evolving in new ventures. In doing so, 55 founder-CEOs from Austria, Liechtenstein and Switzerland were interviewed.

The findings suggest that during the development from new ventures to early growth ventures the founder-CEOs and their organizations experience three major transitions. First, the founder-CEOs’ leadership behavior tends to emerge and evolve alongside firm development from being more transformational in new ventures to more transactional in early growth ventures. Second, the decisive employee selection criteria change over time, and the initially important person-founder fit turns into a person-organization fit. Third, a transition from a rather external perspective of the founder-CEOs in the new venture stage to a more internally oriented perspective in the early stages of growth was observed.

Although the findings advance research on leadership in new ventures, the limitations concerning potential recall biases and subjectivism have to be kept in mind.

In practice, the findings imply that the emergence and development of leadership in new ventures should be seen as a dynamic process.

This paper is one of the first to study in-depth the emergence and development of leadership in the context of new ventures.

Grounded in Barney’s (1991) resource-based view of the firm and social network theory, and utilizing the Big Five factors as outlined by McCrae and Costa (1997), the purpose of this paper is to investigate how founders’ personality traits impact the quality of a firm’s network relationships, its competitive advantages, and the performance of Chinese apparel new ventures.

An online survey was conducted, employing a purposive sampling technique. Founders or members of a founding team currently operating a business in the apparel industry in China who have been in business for five years or less were chosen for this study. The survey yielded 210 usable responses, which were used for further data analysis. Confirmatory factor analysis was first conducted to find a better model for the measurement of each latent variable. Structural equation modeling in AMOS 24 was then used to test the study’s hypothesized model.

The most notable finding was that three of the personality traits studied – openness to experience, agreeableness, and emotional stability – had statistically significant influences on the quality of firms’ relationships with supply-chain partners, but for the traits of extraversion and conscientiousness no influence was found. Further, perceived quality of firms’ network relationships helped enhance competitive advantages and firm performance. The findings identified unique personality traits that founders must possess for successful network relationships and are critical for the performance of Chinese apparel new ventures.

This is one of a few studies that simultaneously evaluate the impact of the personality traits of founders and the network resources of firms on the performance of new ventures in China. Its findings may help those who are interested in starting new ventures in the Chinese apparel industry to manage the external network relationships that are critical for new venture success. Supply-chain partners could also utilize these findings to create appropriate strategies for improving relationships with Chinese apparel new ventures to cope with the critical business challenges of globalization and collaboration.

This paper brings in relevant entrepreneurial behavior theory to understand the ownership decisions founders make during the nascent stage of new venture creation, and how such decisions impact the viability of the firm.

The authors examine the behavior and decision making of 137 lead founders during the nascent stage of new venture creation. Psychological ownership and environmental uncertainty are measured of lead founders when dividing up firm ownership among the founding team. Using a longitudinal approach, these nascent-stage decisions are then analyzed to understand the impact on the new venture one year later.

Counter to prior research suggesting teams are better off with identical wages and ownership, the authors find such harmony (i.e. “kumbaya”) pursuit to be a detriment to new venture emergence. Specifically, this study finds that nascent ventures are better off with an unequal ownership split among the founding team members. These findings suggest that nascent firms with an unequal split are more likely to move beyond the nascent stage and launch a functional business.

Although the results of this study offer a valuable contribution to lead founders and new businesses, the study looked at each startup independent of another and is therefore not able to draw any conclusions related to competitiveness.

Lead founders and founding teams frequently divide ownership evenly among the founders. This paper shows that, while convenient, the decision to divide ownership equally can hamper a nascent firm as it moves toward the launch phase of the startup process. These results should motivate founders to think deeply regarding the ownership structure decision and, at the very least, consider the possible negative costs associated with the pursuit of founding team unity.

While scholars have brought attention to the nascent stage, few have identified and analyzed the decisions that take place during this critical time of the new venture development process. Furthermore, even is less is known of the impact nascent decisions have on startup launch. This study sheds light on these areas.

We advance theory of how founder identity affects business model (BM) design during new venture creation and contribute to the cognitive perspective on BMs. We look at BM design as a longitudinal process involving a variety of cognitive work that is co-shaped by the founder identity work. Based on an in-depth nine-year process study of a single venture managed by three founders, we observed that a novelty-centered BM design resulted from cognitive work co-shaped by founder identity construction and verification processes. Yet, more remarkably, we noted that founder identity verification decreased over time and observed a process that we labeled “identity-business model decoupling.” It meant that the founders did not alter their founder identity but, over time, attentively grew self-aware and mindfully disengaged negative identity effects to design an effective BM. Our results provide a dynamic view on founder identity imprinting on ventures’ BMs and contribute to the identity, BM, and entrepreneurship literatures.

The entrepreneurʼs experience, personality, and values affect the entrepreneurʼs behaviors and decisions (Chrisman, Bauerschmidt, and Hofer 1998). Past research results show that (1) more experienced new venture founders have a greater likelihood of leading their ventures to early success than less experienced founders (Delmar and Shane 2006) and (2) founders who engage in legitimacy-seeking behaviors have a greater likelihood of leading their ventures to early success than founders who do not do so (Tornikoski and Newbert 2007). We propose that more experienced founders understand the importance of obtaining legitimacy for their ventures and therefore will engage in more legitimacy-seeking behaviors. In addition, we propose that entrepreneursʼ growth aspirations and internal locus of control are also associated with engagement in legitimacy-seeking behaviors. We test and find support for these propositions in a sample of new ventures and their founders.

Studies on spinoffs neglect firms founded by single individuals (i.e. proprietorships) thus overlooking a large portion of new ventures. Moreover, scholars usually do not consider the effect of the rank, and the amount, of founder’s working experience on spinoff’s survival. The purpose of this paper is to analyze a sample of 3,456 Italian manufacturing proprietorships.

Out of an initial population of some 6,000 firms, the authors obtained a sample of 3,456 usable records with complete information about new ventures and founders’ background. The authors relied on the class of methods known as “proportional hazard models” to perform survival analyses.

Analyses show that spinoffs from surviving parents outlive other startups. Surprisingly, spinoffs from high-ranked positions have comparable hazard rates than other startups while spinoffs from low-ranked positions have lower hazard rates than other startups. Finally, industry-specific working experience has a curvilinear inverted U-shape effect on spinoffs’ survival.

The present study contributes to the debate on spinoffs’ survival and bears important ramifications into the relationship between knowledge inheritance and entrepreneurial dynamic capabilities. It is also helpful in informing public policies aimed at encouraging entrepreneurial activities in the form of new proprietorships.

Crowdfunding, an alternative funding source to support entrepreneurial initiatives, has increasingly attracted the attention of scholars. However, knowledge of the drivers and outcomes of crowdfunding is currently scant. This study thus presents a review of the extant literature on new ventures soliciting crowdfunding.

The authors conducted a systematic literature review (SLR) of peer-reviewed articles, identifying and thematically analyzing 58 publications.

The thematic analysis revealed six main themes: a) founders and crowdfunding, b) signaling and crowdfunding, c) digitalization and crowdfunding, d) outcomes, e) geography and crowdfunding and f) success factors. In addition, crucial research gaps are identified to guide future research.

Beyond classifying the material on the basis of the thematic analysis and identifying potential future research avenues, the study has main implications. The authors detailed how crowdfunding, as a source of entrepreneurial funding, differed from other funding sources and explored entrepreneurial challenges that may be encountered in managing crowdfunding campaigns. The findings may thus help in the design of crowdfunding campaigns and serve educators in various disciplines when teaching and training participants on designing and promoting crowdfunding campaigns.

After identifying and integrating results from relevant articles on crowdfunding, the authors explained dominant themes in the literature and proposed a conceptual framework wherein the authors highlight factors that influence crowdfunding outcomes. The authors highlight the increasing relevance of crowdfunding for new ventures and elucidate avenues for future research.

This paper seeks to understand the dynamics of new venture financing across 20 business start‐ups.

A total of 20 cases were explored, via initial discussions with the founder(s), and follow‐up contact to confirm sources of financing acquired during new venture creation. This approach was adopted because of the challenges associated with acquiring full details of start‐up financing, and in particular informal forms of new venture financing.

Significant variation in, and scale of, new venture financing was identified. In multiple cases, funding patterns did not tally with established explanations of small business financing.

The primary limitation of the analysis is the focus on a small number of individual cases. Although this allowed for more detailed analysis, it does not make the findings applicable across the small business population as a whole. New ventures acquired very different forms of finance, and in different configurations or “bundles”, so creating a wide range of start‐up financing patterns and overall levels of capitalisation. This suggests that multiple factors influence founder decisions on start‐up funding acquisition. It also indicates the wide divergence between highly capitalised and under‐capitalised start‐ups.

Many of the new ventures were started with low levels of capitalisation, which as the literature suggests is a strong determinant of reduced prospects for survival. This suggests a possible “financing deficit”, rather than gap, for a proportion of business start‐ups.

The paper provides an alternative methodology for considering new venture financing, and as a result concludes that standard, rational theories of small business financing may not always hold for new ventures.

The purpose of this paper is to add to the small but growing body of research examining the influence of founder gender on new venture access to venture development programs.

Hypotheses were tested utilizing a sample of 482 nascent technology ventures which applied for admittance into a venture development organization headquartered in the southern region of the United States from March 2004 through February 2016.

Findings suggest that female-founded applicant ventures experience a higher likelihood of acceptance into venture development programs than male-founded applicant ventures. Results further suggest that social attention to gender equality reduces this effect for female-founded applicant ventures. Findings extend the understanding of the gendered nature of high-technology venturing and venture development organizations.

The findings of this study may not generalize to new ventures operating in other contexts (e.g., non-U.S., low-tech, and other venture development programs). Additionally, this study's design and data limitations do not allow for the establishment of causality or address founder motivations to apply for acceptance into venture development programs.

This study adds to empirical findings regarding the influence of founder gender on new venture acceptance into venture development programs by developing and testing competing hypotheses. This study also extends extant research by examining the moderating effect of social attention to gender equality on the hypothesized relationships between founder gender and acceptance into venture development programs.