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Drivers Of Success To Effective Entrepreneurship: A Comparison Of Immigrant And Native-Born Perceptions, Irina Kozlovski

Business Administration Dissertations

The literature indicates that only a few studies have compared immigrant and non-immigrant entrepreneurs in the United States. The present study addresses this gap by inquiring how these populations perceive drivers of success. I employed an in-depth, multi-case analysis of immigrant and nonimmigrant entrepreneurs operating in the United States. Data were collected from semi-structured interviews. Adaptive comparative causal maps (CCMs), which are qualitative methodological tools, were used to illustrate similarities and differences between the groups.

I identified 155 drivers of success. I ascertained connections, deviations, and causal linkages as well as portrayed overlaps and divergences in the groups’ perspectives regarding …

The Simultaneous Pursuit Of Exploitation And Exploration In A Small Owner-Managed Service Firm, Dawn Wade

Business Administration Dissertations

Small owner-managed service firms must have the ability to create thoughtful and intriguing ideas to satisfy the needs of their clients. These firms use a diversified operating model which requires each project to be unique, which in turn requires an innovative strategy that is difficult to maintain. These firms need to exploit their current base by being creative and making each solution better than the last while also creating strategies to attract new clients. To satisfy both needs, service firms wanting both incremental and radical change must be able to simultaneously seek out new solutions. This type of dual approach …

Advisory Firm Employee Ownership And Performance In Separately Managed Accounts, Samuel W. Yates

Business Administration Dissertations

I describe in detail the structure of separately managed accounts (SMAs) and how those accounts compare to and differ from mutual funds and hedge funds. I then examine how employee ownership of advisory firms — that is, firms in which employees have partnership or stock interests — affects the performance, idiosyncratic risk, and R-square of each firm’s SMA portfolios. In testing 14,484 different portfolios from more than 1,100 different advisory firms from 1995 to 2015, I find that SMAs at firms with employee ownership outperform SMAs at firms without it. The greatest impact is in the 25–50% employee-ownership range. Positive …