Abstract The model developed here explains why some firms survive while other firms with equal economic performance do not. We argue that organizational survival is not strictly a function of economic performance but also depends on a firm's own threshold of performance. We apply this threshold model to the study of new venture survival, in which the threshold is determined by the entrepreneur's human capital characteristics, such as alternative employment opportunities, psychic income from entrepreneurship, and cost of switching to other occupations. Using a sample of 1,547 entrepreneurs of new businesses in the U.S., we find strong support for the model. The findings suggest that firms with low thresholds may choose to continue or survive despite comparatively low performance. Show
Journal Information Founded in 1956 by James Thompson, the Administrative Science Quarterly is a peer-reviewed, interdisciplinary journal publishing theoretical and empirical work that advances the study of organizational behavior and theory. ASQ publishes articles that contribute to organization theory from a number of disciplines, including organizational behavior and theory, sociology, psychology and social psychology, strategic management, economics, public administration, and industrial relations. ASQ publishes both qualitative and quantitative work, as well as purely theoretical papers. Theoretical perspectives and topics in ASQ range from micro to macro, from lab experiments in psychology to work on nation-states. An occasional feature is the "ASQ Forum," an essay on a special topic with invited commentaries. Thoughtful reviews of books relevant to organization studies and management theory are a regular feature. Special issues have explored qualitative methods, organizational culture, the utilization of organizational research, the distribution of rewards in organizations, and critical perspectives on organizational control. Publisher Information Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company’s continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com Chapter 9: Building a New Venture Team1._____ is the group of founders, key employees, and advisers that move a venture from an ideato a fully functioning firm.a.A venture capitalist teamb.A board of directorsc.An executive committeed.A new venture team 2.Attending entrepreneurship-focused workshops, speaker series, and entrepreneurship bootcamps is a way to overcome what is referred to as the ________. Get answer to your question and much more 3.A founding team comprised of executives who all worked together in pharmaceutical sales sincegraduating from college, where they each majored in human biology, would best be describedas________. Get answer to your question and much more 4.Which of the following is MOST suggested as a consistent predictor of future entrepreneurialperformance? Get answer to your question and much more journal article Nội dung chính
Administrative Science Quarterly Vol. 42, No. 4 (Dec., 1997) , pp. 750-783 (34 pages) Published By: Sage Publications, Inc. https://doi.org/10.2307/2393656 https://www.jstor.org/stable/2393656 Read and download Log in through your school or library Read Online (Free) relies on page scans, which are not currently available to screen readers. To access this article, please contact JSTOR User Support. We'll provide a PDF copy for your screen reader.With a personal account, you can read up to 100 articles each month for free. Get StartedAlready have an account? Log in Monthly Plan
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Abstract The model developed here explains why some firms survive while other firms with equal economic performance do not. We argue that organizational survival is not strictly a function of economic performance but also depends on a firm's own threshold of performance. We apply this threshold model to the study of new venture survival, in which the threshold is determined by the entrepreneur's human capital characteristics, such as alternative employment opportunities, psychic income from entrepreneurship, and cost of switching to other occupations. Using a sample of 1,547 entrepreneurs of new businesses in the U.S., we find strong support for the model. The findings suggest that firms with low thresholds may choose to continue or survive despite comparatively low performance. Journal Information Founded in 1956 by James Thompson, the Administrative Science Quarterly is a peer-reviewed, interdisciplinary journal publishing theoretical and empirical work that advances the study of organizational behavior and theory. ASQ publishes articles that contribute to organization theory from a number of disciplines, including organizational behavior and theory, sociology, psychology and social psychology, strategic management, economics, public administration, and industrial relations. ASQ publishes both qualitative and quantitative work, as well as purely theoretical papers. Theoretical perspectives and topics in ASQ range from micro to macro, from lab experiments in psychology to work on nation-states. An occasional feature is the "ASQ Forum," an essay on a special topic with invited commentaries. Thoughtful reviews of books relevant to organization studies and management theory are a regular feature. Special issues have explored qualitative methods, organizational culture, the utilization of organizational research, the distribution of rewards in organizations, and critical perspectives on organizational control. Publisher Information Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company’s continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com Question:Prior entrepreneurial experience: A) is one of the poorest predictors of future entrepreneurial performance B) is one of the most consistent predictors of future entrepreneurial performance for entrepreneurs under 50 years of age, but not for entrepreneurs over 50 years of age C) is one of the most consistent predictors of future entrepreneurial performance D) is one of the most consistent predictors of future entrepreneurial performance in service firms, but not in manufacturing firms E) has no relationship to future entrepreneurial performance EntrepreneurAn entrepreneur is an owner and risk-taker of the business enterprise who establish a venture to bring something innovative in the market and fulfil their passion. Entrepreneurs are important to bring economic stability and raise the per capita income of the economy. Answer and Explanation:The correct option is c) is one of the most consistent predictors of future entrepreneurial performance The prior entrepreneurial experience helps to understand the opportunity more quickly as experienced entrepreneurs are familiar with the markets. Prior entrepreneurial experience is an important characteristic of entrepreneurial behavior used by start-ups. The start-ups, when they plan to enter the markets, they gain complete knowledge about that field. The prior experience helps them to understand the various opportunities available in the market. Therefore, the predictors are important as they are more acquainted with the requirements and needs that exist and are more adept at distinguishing and perceiving a chance to address those issues or needs. Learn more about this topic:What is an Entrepreneur? - Definition, Characteristics & Examples from Chapter 6 / Lesson 1 What is entrepreneurship? See the entrepreneur definition and learn their role in a business. See successful entrepreneur examples and common characteristics. Related to this QuestionExplore our homework questions and answers libraryIs the group of founders key employees and advisers that move a venture from an idea to a fully functioning firm?A new venture team is the group of founders, key employees, and advisers that move a new venture from an idea to a fully-functioning firm. Which of the following is comprised of retired business owners who provide free consulting services to small businesses?chapter quizes for ch 9,10,11,12. Is a person who is in business for themselves works on their own time with their own tools and equipment and performs services for a number of different clients?What is a freelancer/contractor? A person who is in business for themselves, works on their own time with their own tools and equipment, and performs services for a number of different clients. Is the group of founders key employees and advisers that move a venture from an idea to a fully functioning firm?A new venture team is the group of founders, key employees, and advisers that move a new venture from an idea to a fully-functioning firm.
What do you call it when a well known and respected board member brings instant credibility to the firm?Lending Legitimacy (Board of Directors)
Well-known and respected board members bring instant credibility to a firm.
Is a chart that depicts the most important skills that are needed and where skills gaps exist?Askills profileis a chart that depicts the mostimportant skills that are needed and where skillsgaps exist in a new firm.
Is a person who works for a business as an apprentice or trainee for the purpose of obtaining actual experience?A (n) intern is a person who works for a business as an apprentice or trainee for the purpose of obtaining actual... See full answer below.
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Which of the following is most suggested as a consistent predictor of future entrepreneurial performance?
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