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New Venture Performance (new + venture_performance)
Selected AbstractsCompetitive Analysis and New Venture Performance: Understanding the Impact of Strategic Uncertainty and Venture Origin*ENTREPRENEURSHIP THEORY AND PRACTICE, Issue 1 2002Shaker A. Zahra Effective competitive analysis (CA) is important for success in today's marketplace. CA may be particularly important to new ventures that may lack experience in their industries and knowledge of their rivals. Using survey data from 228 new ventures, this study concludes that the formality, comprehensiveness, and user orientation of CA activities are positively associated with new venture performance. Strategic uncertainty and venture origin also significantly moderate the relationship between CA and new venture performance. [source] The Multiple Effects of Business Planning on New Venture PerformanceJOURNAL OF MANAGEMENT STUDIES, Issue 3 2010Andrew Burke abstract We investigate the multiple effects of writing a business plan prior to start-up on new venture performance. We argue that the impact of business plans depends on the purpose for and circumstances in which they are being used. We offer an empirical methodology which can account for these multiple effects while disentangling real impact effects from selection effects. We apply this to English data where we find that business plans promote employment growth. This is found to be due to the impact of the plan and not selection effects. [source] Competitive Analysis and New Venture Performance: Understanding the Impact of Strategic Uncertainty and Venture Origin*ENTREPRENEURSHIP THEORY AND PRACTICE, Issue 1 2002Shaker A. Zahra Effective competitive analysis (CA) is important for success in today's marketplace. CA may be particularly important to new ventures that may lack experience in their industries and knowledge of their rivals. Using survey data from 228 new ventures, this study concludes that the formality, comprehensiveness, and user orientation of CA activities are positively associated with new venture performance. Strategic uncertainty and venture origin also significantly moderate the relationship between CA and new venture performance. [source] Industry Event Participation and Network Brokerage among Entrepreneurial VenturesJOURNAL OF MANAGEMENT STUDIES, Issue 4 2010Wouter Stam abstract Despite the recognition that network brokerage is beneficial for entrepreneurial ventures, little is known about its antecedents. This study examines how participation in industry events (e.g. conferences) relates to entrepreneurs' brokerage positions in informal industry networks and how these positions, in turn, impact new venture performance. Using a unique dataset of 45 events and subsequent network relations among entrepreneurs from 90 firms in the open source software industry, results indicate that: (1) entrepreneurs who participated in heterogeneous events or who bridged between events with few common participants were more likely to be brokers; (2) the relationship between event bridging and brokerage was stronger for entrepreneurs with broader prior career experiences; and (3) network brokerage mediated the event participation,performance link. It appears that events may limit structural opportunities for brokerage and that individual differences matter for exploiting these opportunities. Overall, this study increases understanding of how and when particular networking behaviours are beneficial for entrepreneurs. [source] The Multiple Effects of Business Planning on New Venture PerformanceJOURNAL OF MANAGEMENT STUDIES, Issue 3 2010Andrew Burke abstract We investigate the multiple effects of writing a business plan prior to start-up on new venture performance. We argue that the impact of business plans depends on the purpose for and circumstances in which they are being used. We offer an empirical methodology which can account for these multiple effects while disentangling real impact effects from selection effects. We apply this to English data where we find that business plans promote employment growth. This is found to be due to the impact of the plan and not selection effects. [source] | ||||||||||