Do cooperative banks matter for new business creation? Evidence on Italian manufacturing industry

This research presents an integrative model about the use of those services that have been specifically designed to support entrepreneurial initiative. By contrast with conventional perspectives from the entrepreneurship field, mainly drawn from a resource-based view, we propose a two-fold approach to explain the utilization of services that are oriented to new business creation: by considering the role of resources within the start-up's reach (internal and external); by incorporating a behavioral and decision-making approach. On the basis of the suggested decision-making framework, a multi-stage decision model is developed and tested by means of a representative sample of entrepreneurs linked to a local development agency. The results show that the adoption and use of support services for new business creation is a complex and reflexive process, triggered by the entrepreneur's internal forces.The entrepreneur searches for information throughout the process and, with assistance from internal teams and external networks, evaluates the choices of businesssupport services. Our findings offer relevant implications and recommendations for business incubators and institutions.

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Holistic experimentation for emergence

Industry and Higher Education ◽

10.1177/0950422216684072 ◽

2016 ◽

Vol 31 (1) ◽

pp. 34-50 ◽

Cited By ~ 1

Author(s):

Jay Mitra

Keyword(s):

Learning Outcomes ◽

Entrepreneurship Education ◽

Individual Development ◽

Entrepreneurship Training ◽

The United Kingdom ◽

Business Creation ◽

New Business ◽

Competency Based ◽

Education Platform ◽

And Training

This article explores the development of a comprehensive and systemic approach to entrepreneurship education at a research-intensive university in the United Kingdom. The exploration is based on two key conceptual challenges: (a) taking entrepreneurship to mean something more than new business creation and (b) differentiating between entrepreneurship education and entrepreneurship training. The author draws on human capital, capabilities and planned behaviour theories together with those of competency-based and experiential learning to make six propositions. The idea is to develop a replicative framework for obtaining insights into the setting of multiple objectives, varied content and a range of pedagogies with which to achieve critical learning outcomes for a set of postgraduate programmes on entrepreneurship in a university context. We distinguish between entrepreneurship education and training but recognize the importance of incorporating both in a curriculum designed to offer a higher education platform for mindset change, critical thinking, problem-solving and individual development capabilities and entrepreneurial value creation in different environments.

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At the intersection of materials, engineering, and new business creation

MRS Bulletin ◽

10.1557/mrs.2015.232 ◽

2015 ◽

Vol 40 (12) ◽

pp. 1170-1176

Author(s):

Gregory J. Galvin ◽

Peng Zhou ◽

Timothy J. Davis ◽

Shahyaan Desai ◽

Shane Collins

Keyword(s):

Materials Engineering ◽

Business Creation ◽

New Business ◽

Image Position

Abstract

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Obstacles to Sustainable Entrepreneurship amongst Tourism Students: A Gender Comparison

Sustainability ◽

10.3390/su12051812 ◽

2020 ◽

Vol 12 (5) ◽

pp. 1812 ◽

Cited By ~ 5

Author(s):

Vera Butkouskaya ◽

Francesc Romagosa ◽

Maria Noguera

Keyword(s):

Female Students ◽

Entrepreneurial Intentions ◽

Male Students ◽

Sustainable Entrepreneurship ◽

Gender Comparison ◽

Self Confidence ◽

Business Creation ◽

Practical Support ◽

Significant Difference ◽

New Business

Students’ start-ups are making a significant contribution towards sustainable entrepreneurship development. Thus, this article examines the obstacles to sustainable entrepreneurship amongst university students of tourism and focuses on gender difference. The empirical analysis was based on data from 290 tourism students’ surveys accomplished in Spain, in the period from 2012 to 2018. Descriptive statistics were used for the data analysis and a t-test for gender comparison analysis. The research revealed that the students’ entrepreneurial intentions did not affect their evaluation of the barriers preventing them from creating their own businesses. The main barriers to new business creation were mainly related to economic factors (both societal and university related), the level of innovation in society, and the students’ self-confidence (mostly with regard to interest and motivation). Female students were more conscious of the possible obstacles to new business creation than male students. A significant difference between male and female students regarding personal obstacles was explained by the fact that the females considered their lack of entrepreneurial education as more significant than did the males. In addition, the female students tended to need more economic and practical support than male students. Finally, practical suggestions to encourage sustainable entrepreneurship amongst tourism students are discussed.

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Strategic Management's Potential Contributions to a Theory of Entrepreneurship

Entrepreneurship Theory and Practice ◽

10.1177/104225879201600305 ◽

1992 ◽

Vol 16 (3) ◽

pp. 73-90 ◽

Cited By ~ 42

Author(s):

William R. Sandberg

Keyword(s):

Strategic Management ◽

Group Processes ◽

Top Management Teams ◽

Management Teams ◽

Top Management ◽

Strategic Decisions ◽

Business Creation ◽

New Business ◽

Entrepreneurship Theory

The article offers an overview of strategic management and its various schools of thought, followed by a summary of the field of entrepreneurship and its own disagreements over definition and boundaries. It suggests that strategic management might help resolve such disagreements through its focus on “the entrepreneurial work of the organization,” which is based on variables that describe the organization's industry, resources, processes, and strategy. Finally, the article both describes and proposes contributions of strategic management to entrepreneurship theory, specifically addressing issues of new business creation, innovation, opportunity seeking, risk assumption, top management teams, and group processes in strategic decisions.

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