A quantitative content analysis of the characteristics of rapid-growth firms and their founders

Barringer, Bruce R.; Jones, Foard F.; Neubaum, Donald O.

doi:10.1016/j.jbusvent.2004.03.004

Cited by 536 publications

(530 citation statements)

References 56 publications

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“…This chimes with a range of empirical studies demonstrating the vital importance of pre-existing experience and relational connections in boosting firm performance (Nicholls-Nixon 2005; Moreno and Casillas 2007). Indeed, one important spillover from experience is the ability to convince investors of the credibility of the venture's future growth prospects (Barringer et al 2005). Many high growth programmes, however, continue to specifically target de novo entrepreneurs with little or no experience (OECD 2013).…”

Section: Myth #1 Hgfs Are All Young and Smallmentioning

confidence: 71%

Myth-busting and entrepreneurship policy: the case of high growth firms

Brown

Mawson

Mason

2017

Entrepreneurship & Regional Development

156

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Promoting high growth firms (HGFs) has become a strong fixation within enterprise policy. This is a debate article seeking to examine and challenge the mythology perpetuated by policy makers and embedded within high growth entrepreneurship policy frameworks. Within the article we argue that a number of distinctive 'myths' have become deeply embedded within these policy frameworks. Such myths have been built on misconceived preconceptions of HGFs, which has resulted in policy-makers taking a myopic view of these firms. A key aim of the paper is to highlight how false perceptions of HGFs translate into inappropriate policy interventions. The paper challenges some of the most commonly held myths about these firms (that they are predominantly young, small, high-tech, VC-backed, university spin-outs, who grow in an orderly organic fashion, operating similarly irrespective of location) and identifies a clear mismatch between how policy makers perceive HGFs and what they actually look like in reality. Suggestions for the design of future policy approaches are forwarded.

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Section: Myth #1 Hgfs Are All Young and Smallmentioning

confidence: 71%

Myth-busting and entrepreneurship policy: the case of high growth firms

Brown

Mawson

Mason

2017

Entrepreneurship & Regional Development

156

View full text Add to dashboard Cite

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“…It is argued that the actual growth they achieve is strongly linked to these intentions and ultimately to an entrepreneur's' belief that they can achieve the desired outcome (Gray 2000;Maki and Pukkinen 2000;Morrison, Breen, and Ali 2003). Empirical studies have found evidence linking growth aspirations and intentions with achieved growth levels (Barringer, Jones, and Neubaum 2005;Delmar and Wiklund 2008;Moen, Heggeseth, and Lome 2016). This relationship, as suggested above, is likely to be moderated by the resources available, including those associated with human capital (Wiklund and Shepherd 2003).…”

Section: Growth Motivationmentioning

confidence: 95%

Entrepreneurship and the determinants of firm survival within regions: human capital, growth motivation and locational conditions

Huggins

Prokop

Thompson

2017

Entrepreneurship & Regional Development

114

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Despite a growing body of research on firm survival, little is known about the factors impacting upon survival rates at a micro-spatial level. This study, therefore, analyses firm survival across local environments in the context of a peripheral region; namely, the case of Wales in the UK. It examines how theories relating to human capital, growth motivation and locational conditions may explain survival within a region. Drawing on data of survival patterns for a cohort of firms, it is found that each of the three theories at least partly explain firm survival, with it being clear that human capital relating to the experience of entrepreneurs, as well as the growth motivation of their firms resulting from the strategic choices they make, impact upon rates of survival. It is also found that the local environment contributes to the likelihood of its survival. In particular, it is found that locational factors have a potential influence on the human capital allocated to enterprise, as well as how this capital is utilised via growth motivation. This suggests that not only do locational factors contribute to differing rates of entrepreneurship, but that such factors also impact on the durability of firms over time. Abstract Despite a growing body of research on firm survival, little is known about the factors impacting upon survival rates at a micro-spatial level. This study, therefore, analyses firm survival across local environments in the context of a peripheral region; namely, the case of Wales in the UK. It examines how theories relating to human capital, growth motivation and locational conditions may explain survival within a region. Drawing on data of survival patterns for a cohort of firms, it is found that each of the three theories at least partly explain firm survival, with it being clear that human capital relating to the experience of entrepreneurs, as well as the growth motivation of their firms resulting from the strategic choices they make, impact upon rates of survival. It is also found that the local environment contributes to the likelihood of its survival. In particular, it is found that locational factors have a potential influence on the human capital allocated to enterprise, as well as how this capital is utilised via growth motivation. This suggests that not only do locational factors contribute to differing rates of entrepreneurship, but that such factors also impact on the durability of firms over time.

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“…Lastly, opportunity practices involve delegating responsibilities, which would seem to conflict with the preferences of an entrepreneur to keep a tight rein and lead the firm to success. Barringer et al (2005) compared growth-oriented and non-growth-oriented firms and found that growthoriented firms indeed invested more in training, development and incentive schemes. It was apparent that rapid-growth firms depend heavily on the abilities and efforts of their employees to maintain their growth-oriented strategies.…”

Section: Entrepreneurial Orientationmentioning

confidence: 99%

“…The awareness of best practices depends on the information channels used by the owner and personal experiences with employee management (Colbert et al 2005). In most of the literature, the educational level of the owner-manager serves as a proxy for entrepreneurial skills and abilities, including employment management skills (Barringer et al 2005), but their understanding of HRM can be investigated directly as well (Colbert et al 2005). More knowledgeable small business managers tend to invest more proactively in HR management (Lacoursière et al 2008), and when owners are more knowledgeable about best practices, investments in HPWPs are more likely.…”

Section: Best-practice Awarenessmentioning

confidence: 99%

High performance work practices in small firms: a resource-poverty and strategic decision-making perspective

2012

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High performance work practices (HPWPs) are human resource management practices aimed at stimulating employee and organisational performance. The application of HPWPs is not widespread in small organisations. We examine whether the implementation of coherent bundles of HPWPs (aimed at employee ability, employee motivation or at the opportunity to perform) depends on the scarcity of resources, as reflected in the size of the company, and on strategic decision-making in small firms related to the owner's expertise and attitudes. In our research, a total of 211 employees from 45 small organisations were asked to rate the presence of HPWPs in their organisation. These averaged perceptions were linked to information provided by the owner-managers on the size of their firm and their own expertise and attitudes. The findings support that smaller but coherent bundles of HPWPs can be found in small organisations and that the implementation of these bundles depends on available resources, strategic decision-making and the combination of the two. These findings highlight the need to integrate the notions of resource poverty and strategic decision-making to understand the uptake of bundles of HPWPs within small firms.Keywords High performance work system Á Entrepreneurial orientation Á Small firms Á Human resource management Á Resource poverty Á Strategic decision making Á Best-practice awareness Á Innovative HR vision

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A quantitative content analysis of the characteristics of rapid-growth firms and their founders

Cited by 536 publications

References 56 publications

Myth-busting and entrepreneurship policy: the case of high growth firms

Myth-busting and entrepreneurship policy: the case of high growth firms

Entrepreneurship and the determinants of firm survival within regions: human capital, growth motivation and locational conditions

High performance work practices in small firms: a resource-poverty and strategic decision-making perspective

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