Failure Is an Option: Failure Barriers and New Firm Performance

Robert Neal Eberhart; Chuck Eesley; Kathleen M. Eisenhardt

doi:10.5465/ambpp.2012.22

Failure Is an Option: Failure Barriers and New Firm Performance

Academy of Management Proceedings ◽

10.5465/ambpp.2012.22 ◽

2012 ◽

Vol 2012 (1) ◽

pp. 14604 ◽

Cited By ~ 1

Author(s):

Robert Neal Eberhart ◽

Chuck Eesley ◽

Kathleen M. Eisenhardt

Keyword(s):

Firm Performance ◽

New Firm

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Challenges in predicting new firm performance

Journal of Business Venturing ◽

10.1016/0883-9026(93)90030-9 ◽

1993 ◽

Vol 8 (3) ◽

pp. 241-253 ◽

Cited By ~ 195

Author(s):

Arnold C. Cooper

Keyword(s):

Firm Performance ◽

New Firm

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Research on the affecting mechanism of entrepreneurial environment on new firm performance

Journal of Chinese Entrepreneurship ◽

10.1108/17561391011051117 ◽

2010 ◽

Vol 2 (2) ◽

pp. 116-128

Author(s):

Cai Li ◽

Zhu Xiumei ◽

Cui Qiguo ◽

Zhao Di

Keyword(s):

Firm Performance ◽

New Firm

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The Effect of Dual-level Transformational Leadership on New Firm Performance

Journal of Global Information Management ◽

10.4018/jgim.20211101oa48 ◽

2021 ◽

Vol 29 (6) ◽

pp. 0-0

Keyword(s):

Transformational Leadership ◽

Firm Performance ◽

Empirical Analysis ◽

Theory Model ◽

Resource Constraint ◽

Driving Factor ◽

New Firms ◽

Entrepreneurial Bricolage ◽

New Firm ◽

The Relationship

In recent years, entrepreneurial bricolage acts as an effective way to solve the problem of resource constraint in new firms, and then gradually attracted attention from related scholars in entrepreneurship field. However, the existing literatures have an obviously insufficient of the implementation and driving factor of entrepreneurial bricolage behavior. Therefore, in this paper, we integrate entrepreneurial bricolage theory with transformational leadership theory to construct a theory model among dual-level (i.e., individual-focused and group-focused) transformational leadership, entrepreneurial bricolage and new firm performance by means of 194 questionnaires to empirical analysis. The results show that the entrepreneurial bricolage has the mediated role in the relationship between dual-level transformational leadership and new firm performance.

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New Firm Performance: Conceptual Perspectives

Entrepreneurship Research in Europe ◽

10.4337/9781845424572.00011 ◽

2013 ◽

Author(s):

Tatiana Iakovleva ◽

Lars Kolvereid

Keyword(s):

Firm Performance ◽

New Firm

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Entrepreneurs’ planning behavior and new firm performance

Management Research The Journal of the Iberoamerican Academy of Management ◽

10.1108/mrjiam-02-2020-1011 ◽

2020 ◽

Vol 18 (3) ◽

pp. 307-334

Author(s):

Ignacio Contin-Pilart ◽

Martin Larraza-Kintana ◽

Victor Martin-Sanchez

Keyword(s):

Firm Performance ◽

Family Background ◽

External Support ◽

First Year ◽

New Firms ◽

Cross Sectional ◽

Content Type ◽

Institutional Forces ◽

New Firm ◽

The Impact

Purpose Drawing on institutional logics theory, this paper aims to examine the determinants of entrepreneurs’ planning behavior in the first years of 212 Spanish new firms. Additionally, this study identifies four different planning profiles: systematic planner, early planner, late planner and non-planner. Design/methodology/approach This study’s data structure is a (yearly) pooled cross-sectional time series. This paper investigates the determinants of planning behaviors among entrepreneurs, as well as the impact of that activity on new firm performance (i.e. employment growth). Findings The results confirm the relevance of institutional forces in explaining the involvement of founders of new firms upon planning activities. Institutional factors, in the form of public external support seem to explain early- and systematic-planner behavior while the influence of entrepreneurial family background does so with late-planner behavior. Originality/value The authors focus their attention on two key moments of a new venture’ life: the first year of operation and once the firm has overcome the four-year hurdle that is often used to distinguish new from established businesses. Four different patterns emerge: systematic planner (those who consistently plan over time), early planner (those who engage in planning activities in the early moments of the firm’s life but not later), late planner (those who do not plan at the beginning but end up conducting planning activities a few years later) and non-planner (those who never get involved in planning activities). This new division is an interesting additional feature of this study.

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