International commitment,post-entry growth and survival of international new ventures

This paper makes several contributions to the emerging literature on the post-entry behavior of international new ventures. Based on an extensive longitudinal data set, we investigate the dynamics of commitment, growth and survival of different types of newly internationalizing Belgian firms. Global start-ups have the highest initial and rapidly rising export commitment per market and are also more likely to continue exporting over time than geographically focused start-ups, and traditional staged exporters. However, global start-ups also display the highest failure rate. This high failure rate appears to result primarily from the ‘liability of newness’ and less from the added complexity associated with rapid and wide scope internationalization.     

Entrepreneurial beacons: The Yale endowment,run‐ups,and the growth of venture capital

Research summary : This article investigates the social context of entrepreneurship in organizational sectors. Prior research suggests that firm foundings are driven by collective patterns of activity—such as patterns of prior foundings in a given sector. Building on research on social salience and signals, we consider the influence of singular sector‐level triggers, which we call entrepreneurial beacons. We argue that the actions or outcomes of single, salient organizations attract and motivate entrepreneurs, thus increasing the rate of foundings. We test this logic by examining the impact of the Y ale U niversity endowment's investment choices and of venture‐capital‐backed IPO run‐ups on venture‐capital foundings between 1984 and 2011. We find support for the existence and influence of beacons and outline boundary conditions for their effects . Managerial summary : What leads entrepreneurs to found new companies in nascent sectors? In contrast to prior research, which emphasizes patterns of activity, we argue that entrepreneurial activity can sometimes be driven by the actions of a singular trigger—what we call an entrepreneurial beacon. We examine the influence of two such beacons, Y ale U niversity's endowment investments and exceptional venture‐capital‐backed IPO run‐ups, on the founding of new venture‐capital firms over a 28‐year period. We find that Y ale's increased allocations to the venture‐capital asset‐class has a significant influence on the founding of new venture‐capital firms, while exceptional venture‐capital‐backed IPO run‐ups only influence venture‐capital foundings under certain conditions. Overall, we offer an explanation for heretofore anecdotal accounts of certain organizations or events that appear to have an outsized influence on entrepreneurial activity . Copyright © 2016 John Wiley & Sons, Ltd.     

Sustainable entrepreneurship and the Sustainable Development Goals: Community-led initiatives,the social solidarity economy and commons ecologies

The social solidarity economy is an approach to the production and consumption of goods, services and knowledge that promises to address contemporary economic, social and environmental crises more effectively than business as usual. The paper employs the concept of commons ecologies to examine the practices, relationships and interactions among actors and organisations in the social solidarity economy, as well as between them and the mainstream economy, which shape the field and its degree of autonomy in relation to capitalism, through a process defined as boundary commoning. Such process shapes both local and regional commons ecologies, as well as the participation of local and regional actors in wider networks at national, international and global levels. The paper takes a case study-based approach to identify practices, relationships and interactions of commons ecologies in relation to selected community-led initiatives in the UK, Portugal, Brazil and Senegal. Each case study illuminates different qualities of local/regional commons ecologies and their forms of engagement with wider networks. Further, the paper shows that these cases demonstrate how the social solidarity economy may facilitate delivery of the Sustainable Development Goals in a distinctive way. In each case, SSE acts as a vehicle for expressing participants' values and principles consistent with those underlying the SDGs. Local implementation of SDGs is thus an in-built feature of these commons ecologies. The participation of community-led initiatives in international and global networks offers opportunities to learn from local level experiences and successes, potentially strengthening SDG implementation more generally.     

Sustainable Entrepreneurship and B Corps

Sustainable entrepreneurship contributes to solving social and environmental problems through the means of successful for‐profit businesses. This paper contributes to understanding how sustainable entrepreneurship is implemented by exploring an emerging new form of business, ‘B Corps’, that employs market tactics to address social and environmental issues. Through interviewing 14 B Corps, the exploratory research study found that B Corps treat profit as a means to achieve positive societal ends, they regard the B Corp model as a tool for change, the B Corp model provides a common collective identity for internal and external validation, they are focused on societal impact rather than maximizing profits and they attempt to legitimate this form of sustainable entrepreneurship by influencing the business community and government officials. Copyright © 2016 John Wiley & Sons, Ltd and ERP Environment     

Social entrepreneurship as an essentially contested concept: Opening a new avenue for systematic future research

Social entrepreneurship has emerged as an active area of practice and research within the last three decades. Nevertheless, in spite of its growing popularity, scholars and practitioners are far from reaching a consensus as to what social entrepreneurship actually means. This has resulted in a number of different definitions and approaches within the field of social entrepreneurship. The purpose of this article is to shed light on the ongoing contestation of social entrepreneurship and to offer a novel conceptual understanding of the concept that can facilitate the development of systematic and structured future research. To this end, we analyze social entrepreneurship on the basis of the theory of essentially contested concepts, which was proposed by Walter Bryce Gallie in 1956. Building upon this theory, this article shows that social entrepreneurship can be regarded as an essentially contested concept and that a universal definition that would be accepted among contestant parties is hardly possible. Responding to this recognition, the article proposes the conceptualization of social entrepreneurship as a cluster concept, which can serve as a conceptual tool to help advancing social entrepreneurship as a coherent field of research despite its contested nature.     

Blocked But Not Tackled: Who Founds New Firms When Rivals Dissolve?

Research summary: This article examines the role of competitive shocks in creating opportunities for new firm foundings. I argue that the sudden dissolution of rival firms may release resources that create opportunities for firm formation, particularly among employees facing impediments to capturing value in their current organizations. Analyzing microdata from the legal services industry, I use unexpected deaths of solo‐practicing attorneys as quasi‐exogenous sources of rival dissolution. Results indicate that these shocks increase the odds of founding by about 30%, with stronger effects among attorneys with weaker social connections or higher competition for promotion. The article thus highlights the role that founders play in reallocating dissolved rivals' resources while demonstrating that founding may be an important outlet for “blocked” employees to capture value from opportunities. Managerial summary: This article finds that the shutdown and dissolution of a rival organization may spur employees to found new firms. As a consequence, managers may find it valuable to pay attention to employees' turnover intentions following the dissolution of a rival. Findings suggest that employees who are having trouble advancing in the firm may be the most likely to found a new organization when a rival dissolves, so managers may want to focus retention efforts on these individuals. To the extent that managers wish to capture customers, employees, and other resources that were formerly attached to a dissolved rival, managers may wish to be aware that they could be in competition with their own employees for these resources and opportunities. Copyright © 2017 John Wiley & Sons, Ltd.     

Creating an Environment for Economic Growth: Creativity,Entrepreneurship or Human Capital?

Scholars and policymakers interested in the growth and prosperity of regions have long recognized that talent and knowledge are fundamental. Yet the question is what types of talent are needed in a growing twenty‐first‐century economy: human capital, creativity and innovation, or entrepreneurship? The latter we define broadly to include any type of risk taking, and not only radical innovation. The literature does not clearly point to one factor as being the most essential. This study assesses this question separately for rural and urban United States (US) counties. We find that human capital––measured by educational attainment––is considerably more conducive to employment growth than the share of creative occupations. Likewise, the share of small and medium businesses is also very conducive to local growth, although this does not apply to the self‐employment share. Rural and urban areas experience similar patterns, although the magnitude thereof tends to be larger for urban counties, whereas high‐technology employment share has had a positive effect in rural areas. Policy conclusions suggest that enhancing small business development and increasing educational attainment are the two strategies that are most likely to succeed.     

论“准就业”机制在当前经济形势下实行的可行性

"准就业"阶段是学生在"学校待业"与正式"上岗就业"之间的过渡阶段,是为解决高校毕业生就业问题而提出的,这种模式不仅是促进就业的一个重要途径,而且是解决高校毕业生就业与择业矛盾的良方,是在对原有教育体制中实习制度进行整合的基础上完善相关配套措施,在当前我国经济形势下实行这种模式具有重要的现实意义和可行性。     

Innovativeness and business relationships in women‐owned firms: The role of gender stereotypes

This paper investigates the relationship between business contacts and innovativeness in women‐owned firms and how women entrepreneurs’ perception of gender stereotypes affects this relationship. Data were collected through a survey of 107 women entrepreneurs in Spain. The results show that maintaining close contacts with managers/entrepreneurs in different industries and with customers is significant in explaining innovativeness in women‐owned firms. The stronger the women entrepreneurs’ perception of stereotypes that deviate from the masculine profile of the entrepreneur, the stronger the influence of these two types of close contact on innovativeness. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.     

Erratic strategic decisions: when and why managers are inconsistent in strategic decision making

While decision makers in organizations frequently make good decisions rooted in stable and consistent preferences, such consistency in outcomes is not always the case. In this study, we adopt a psychological perspective of judgment to investigate managers' erratic strategic decisions, which we define as a manager's inconsistent judgments that can shape the direction of the firm. In a study of 2,048 decisions made by 64 CEOs of technology firms, we examine how both metacognitive experience and perceptions of the external environment (hostility and dynamism) could affect the extent to which managers make erratic strategic decisions. The results indicate that managers with greater metacognitive experience make less erratic strategic decisions. The results also indicate that in hostile environments managers make more erratic strategic decisions. But contrary to our expectations, in dynamic environments managers make less erratic strategic decisions. Similarly, hostility and dynamism interact in their effect on erratic strategic decisions in that the positive relationship between environmental hostility and erratic strategic decisions will be less positive for managers experiencing high environmental dynamism than those experiencing low environmental dynamism. These results have important implications for strategic decision‐making research. Copyright © 2010 John Wiley & Sons, Ltd.