Parent firm effects on founder turnover: parent success, founder legitimacy, and founder tenure

Boeker, Warren; Fleming, Brandon J.

doi:10.1002/sej.94

Cited by 19 publications

(14 citation statements)

References 52 publications

(96 reference statements)

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“…Other studies have gone further to understand how founder attributes ultimately lead to the success or failure of their key ventures. For instance, performance of new ventures has been linked to prior experience and ability to acquire cognitive resources (Baron & Henry, 2010;Boeker & Fleming, 2010); individual knowledge and skills (Hitt, Ireland, Sirmon, & Trahms, 2011); improvisational behavior of entrepreneurs (Hmieleski, Corbett, & Baron, 2013); entrepreneurial orientation (Wales, Patel, Parida, & Kreiser, 2013); networking ability of entrepreneurs (Semrau & Sigmund, 2012); and the self-efficacy of lead founders (Hmieleski & Baron, 2008). This line of work assumed that an individual entrepreneurial company succeeds based solely on its firm-specific capabilities.…”

Section: Introductionmentioning

confidence: 99%

Entrepreneurship in digital platforms: A network‐centric view

Srinivasan

Venkatraman

2017

Strategic Entrepreneurship

238

143

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Research summary Research on entrepreneurship has focused primarily on the individual characteristics of founders in driving the success of new ventures offering stand‐alone products and/or services. In recent years, we have seen an increase in entrepreneurship in digital platforms—where success requires positioning products and services within dynamic digital networks that depict complex connections among platforms, complementary modules, and consumers. This article introduces key elements of a theory for settings where entrepreneurship success is intricately connected to the moves of other entrepreneurs and coordinated within and across platforms. We introduce a network‐centric view to understand how entrepreneurs occupying the role of third‐party developers support digital platforms by their choices to link to them. Furthermore, we develop propositions reflecting a dynamic perspective representing two key stages of competition in digital platforms, initial launch, and scale‐up. We hope this work guides further theorizing and empirical research in digital platforms and entrepreneurship in general. Managerial summary Over the last decade, we have seen a rise in digital entrepreneurs who support platforms such as Apple iOS, Google's Android, Facebook, Twitter, and others. The success of platforms requires support from applications, and entrepreneurs in such settings play a critical role in making some platforms succeed relative to others. Our study provides insight into how digital entrepreneurs can orchestrate strategic moves that allow them to navigate the complex landscape of linking and adapting to different platforms and how these linkage choices can lead to entrepreneurial success.

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Section: Introductionmentioning

confidence: 99%

Entrepreneurship in digital platforms: A network‐centric view

Srinivasan

Venkatraman

2017

Strategic Entrepreneurship

238

143

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“…() refer to as ‘preference sorting.’ Cooper () offered both these explanations for the small firm effect, even if he could not disentangle the precise causality. This research question fits within the broader question of why some firms spin off more ventures than others, a question that has been scrutinized in this journal (e.g., Boeker and Fleming, ; Agarwal, Audretsch, and Sarkar, ; Agarwal et al ., ; Kotha, ; Liu et al ., ).…”

Section: Boston Silicon Valley and The Relative Advantages Of Smallmentioning

confidence: 69%

A Model Scholar and Preeminent Contributor to Our Understanding of Strategic Entrepreneurship: Arnold C. Cooper (1933–2012)

Folta

2014

Strategic Entrepreneurship

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This paper discusses the scholarly work of Arnold C. Cooper. He was an influential pioneer in the study of entrepreneurship, strategic management, and technology management, and his work provided an important foundation for subsequent development in those fields. Many of his contributions are a result of methodological approaches to gathering data, enabling him to draw insights from systematic empiricism of phenomena. Many of his most influential works are discussed and linked to subsequent work, including work emanating from this journal. Future research opportunities tied to his work are also elaborated. Copyright © 2014 Strategic Management Society.

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“…This type of interrogating is commonly associated with a good response rate (here 16%) and contributed to the fi nal sample size of 251 fi rms (a er listwise treatment of missing values). Based on the concept of Organization's founder (Boeker, 2010) founders/CEOs/top managers were given the priority when interviewing. Ultimately, the questionnaire data were gathered by collective eff orts between the Centre of Research into the Competitiveness of the Czech Economy at the Faculty of Economics and Administration of the Masaryk University and the market research fi rm Augur Consulting (Blažek et al, 2007).…”

Section: Methodsmentioning

confidence: 99%

Do Culture-based Segments Predict Selection of Market Strategy?

Jadczaková¹

2015

Acta Univ. Agric. Silvic. Mendelianae Brun.

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Academists and practitioners have already acknowledged the importance of unobservable segmentation bases (such as psychographics) yet still focusing on how well these bases are capable of describing relevant segments (the identifi ability criterion) rather than on how precisely these segments can predict (the predictability criterion). Therefore, this paper intends to add a debate to this topic by exploring whether culture-based segments do account for a selection of market strategy. To do so, a set of market strategy variables over a sample of 251 manufacturing fi rms was fi rst regressed on a set of 19 cultural variables using canonical correlation analysis. Having found signifi cant relationship in the fi rst canonical function, it was further examined by means of correspondence analysis which cultural segments -if any -are linked to which market strategies. However, as correspondence analysis failed to fi nd a signifi cant relationship, it may be concluded that business culture might relate to the adoption of market strategy but not to the cultural groupings presented in the paper.

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Parent firm effects on founder turnover: parent success, founder legitimacy, and founder tenure

Cited by 19 publications

References 52 publications

Entrepreneurship in digital platforms: A network‐centric view

Entrepreneurship in digital platforms: A network‐centric view

A Model Scholar and Preeminent Contributor to Our Understanding of Strategic Entrepreneurship: Arnold C. Cooper (1933–2012)

Do Culture-based Segments Predict Selection of Market Strategy?

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