How much and what kind of entrepreneurial orientation is needed for family business continuity?

The present paper examines to what degree the Entrepreneurial Orientation (EO) construct is prolific in explaining business activity of firms with a transgenerational outlook. In particular, we are challenging the fundamental claim by entrepreneurship scholars that the more entrepreneurial a firm is, hence the higher it scores in the five EO dimensions, the more successful it should be in the long-run.

How much Entrepreneurial Orientation (EO) is needed for Long-term Success?

According to the STEP research framework, entrepreneurial orientation (EO) is one key element of transgenerational value creation. EO refers to key entrepreneurial processes in a company, i.e. to the methods, practices and decision-making styles managers use to act entrepreneurially. 3 EO consists of five main dimensions and several sub dimensions. However, there is a puzzle. Many studies suggest that the higher EO, the more successful a company is. But this seems not always to be true. Just think of many of the dot.com firms at the end of the 1990s. Firm members could act very autonomously, the companies were very innovative, took high risks, were very proactive and very aggressive in the market. However, most of them were not able to survive for more than a few years. So how entrepreneurial has a firm to be in order to achieve long-term success?

Entrepreneurial services program financing handbook.

Federal Transit Administration, Washington, D.C.

The Research Center in Entrepreneurial History at Harvard University, 1948-1958; a historical sketch.

Mode of access: Internet.

Entrepreneurial development training handbook : defense conversion.

"August 1995."

LowDoc survey report : championing America's entrepreneurial spirit /

Shipping list no.: 95-0248-P.

An Entrepreneurial approach to funding social services : the story of Pioneer Human Services : a case study.

"July 1992"--P. [4] of cover.

Financing entrepreneurial business : an agenda for action /

"February 1992."

A comparative analysis of entrepreneurial approaches within public healthcare organisations

This article examines the development of two distinct models of organising allied health professionals within two public sector health service organisations in Australia. The first case illustrated a mode of organising that facilitated a culture that focused on asset protection and whose external orientation was threat oriented because its disparate multiple identities operated as a fractured, fragmented and competitive set of profession disciplines. In this milieu, there was no evidence of entrepreneurial approaches being used. In contrast, the second case study illustrated a mode of organising that facilitated an entrepreneurial culture that focused on asset growth and an external orientation that was opportunity oriented because of the evolution of a strong superordinate allied health identity that operated as a single united health services stakeholder. This evolution was coupled with the emergence of a corporate boardroom model of management that is consonant with Savage et al. (1997) IDS/N model of management. Once this structure and strategy were in place, corporate entrepreneur ship became the modus operandi. Consequently, because the case study was a situation where corporate entrepreneurship existed in the public sector, it was possible to compare the factors that stimulate corporate entrepreneurship in Sadler's (2000) study with factors that were observed in our study.

Impact of childhood experiences on the development of entrepreneurial intentions

Fostering entrepreneurship and an entrepreneurial culture has become a key policy priority for governments. To encourage entrepreneurship and an entrepreneurial culture, however, there is a need to understand the factors that influence and shape individuals' intentions to start a business. This study extends models of entrepreneurial intentions by investigating the influence of various childhood-experience factors on the perceived feasibility and desirability of starting a business. A structured questionnaire was completed by over 1,000 university students and analysed using regression analysis. Results indicated that perceptions of entrepreneurship were influenced not only by parental ownership of a business, but also by a difficult childhood and frequent relocation.