Results 71 to 80 of about 67,841 (249)

Negative Capability and Entrepreneurial Action

Strategic Change, EarlyView.
ABSTRACT Entrepreneurs operate in environments marked by uncertainty. Existing theories of entrepreneurial action largely emphasize an entrepreneur's ability to make judgments and take decisive action despite ongoing uncertainty—competencies primarily supported by what we term positive capability (PC).
Jasper Brinkerink
wiley   +1 more source

Hubungan Entrepreneurial Motivation terhadap Kinerja Bisnis USAha Mikro dan Kecil pada Sektor Makanan dan Minuman di Surabaya dan Sidoarjo [PDF]

, 2014
Penelitian ini bertujuan untuk menggambarkan entrepreneurial motivation dan kinerja bisnis serta hubungan entrepreneurial motivation terhadap kinerja bisnis USAha mikro dan kecil pada sektor makanan dan minuman di Surabaya dan Sidoarjo.
Thesman, T. (Tresia)
core  

Mapping Multi‐Stakeholder Engagement: A Q Methodology in a Regional Project Management Scenario

Strategic Change, EarlyView.
ABSTRACT Research on project management describes the essence of projects involving multiple stakeholders, stressing the value derived from diverse work practices. However, this underestimates issues of counterproductive disagreements associated with diverse groups participating in a project.
Sheng Hu, Amon Simba
wiley   +1 more source

How Does Entrepreneurs' Grit Predict Effectual Decision‐Making?

Strategic Change, EarlyView.
ABSTRACT Entrepreneurs' grit is one of the most relevant predictors of new venture performance. We investigate whether the “stubbornness” of entrepreneurs' grit negatively relates to their effectual decision‐making abilities. Understanding the underlying mechanisms is relevant because the effectual decision‐making abilities of founders are crucial for ...
Kris Gericke, Andrea Greven, Malte Brettel   +2 more
wiley   +1 more source

When Passion Fades: Disentangling the Temporal Dynamics of Entrepreneurial Passion for Founding [PDF]

Journal of Management Studies, 2016
AbstractThis study examines how and why entrepreneurial passion for founding changes over time. In particular, we propose that in the founding phase of a venture's lifecycle entrepreneurs’ founding identity centrality will remain stable over time. We also propose, however, that in our sample and time period studied, entrepreneurs’ intense positive ...
Collewaert, Veroniek, Anseel, Frederik, Crommelinck, Michiel, De Beuckelaer, Alain, Vermeire, Jacob   +4 more
openaire   +2 more sources

Entrepreneurship in American Higher Education [PDF]

, 2008
Presents recommendations by the Kauffman Panel on Entrepreneurship Curriculum in Higher Education on making entrepreneurship a key element in the curriculum, co-curriculum activities, and university management.

core  

Portfolio Entrepreneurs' Strategic Responses to the COVID‐19 Outbreak: The Role of Adaptation, Decision‐Making, Temporality, and Coordination

Strategic Change, EarlyView.
ABSTRACT This study explores the immediate responses of portfolio entrepreneurs (PEs) in the Netherlands to the onset of the COVID‐19 pandemic. Employing a longitudinal design, real‐time data were collected from 21 PEs through verbal interviews and open‐ended questionnaires, capturing their initial entrepreneurial reactions.
Tobias Kutzewski, Ingrid A. M. Wakkee
wiley   +1 more source

The Entrepreneurial President: Proceedings from the Conference “The Entrepreneurial President” [PDF]

, 2006
[Excerpt] Each year, the Institute for Community College Development offers a leadership program on critical issues for community colleges. In August 2005, the issue was entrepreneurship. The Entrepreneurial College was a great success, but when it ended,
Institute for Community College Development, Stettinius, editor, Martha, Viniar, editor, Barbara   +2 more
core   +1 more source

A terminal assessment of stages theory : introducing a dynamic states approach to entrepreneurship [PDF]

, 2009
Stages of Growth models were the most frequent theoretical approach to understanding entrepreneurial business growth from 1962 to 2006; they built on the growth imperative and developmental models of that time. An analysis of the universe of such models (
Afuah A., Aldrich H., Ancona D., Anderson P., Autio E., Axelrod R., Baron R.A., Bhidé A., Birch D., Birch D.L., Birley S., Chandler A.D., Christensen C.R., Churchill N.C., Dean J., Dhalla N.K., Dubin R., Eggers J.H., Epstein M.J., Gardner J.W., Gartner W., Greiner L., Greiner L., Gupta Y.P., Hanks S.H., Hawken P., Holland J., Kauffman S., Kaufman H., Kimberly J.R., Kuratko D.F., Leibenstein H., Lichtenstein B., Lippitt G.L., Marshall A., Meyer A., Nicholls–Nixon C., Normann R., Pennings J., Penrose E., Prigogine I., Reynolds P.D., Rhenman E., Rostow W.W., Sahlman W.A., Schaltegger S., Schoonhoven C.B., Schori T.R., Schrödinger E., Scott B.R., Scott R., Senge P., Small Business Administration, Starbuck W.H., Stevenson H., Thompson J., Timmons J.A., Toynbee A.J., Tushman M.L., Webster's   +59 more
core   +2 more sources

Two Tales of Uncertainty: Calibrating Overprecision With Self‐Regulated Entrepreneurial Learning

Strategic Change, EarlyView.
ABSTRACT Entrepreneurial success strongly depends on decision‐making under uncertainty. Uncertainty is particularly pronounced when entrepreneurs are confronted with novel situations characterized by an absence of information. While cognitive biases, such as overprecision, can have a negative impact on decision‐making processes by distorting ...
Julian Kolbe, Noah Bellwald, Alexander Paul Fust   +2 more
wiley   +1 more source