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Articles 1 - 17 of 17
Full-Text Articles in Business
Omitted Variable Bias In The Link Between Planning And Performance, Kirk C. Heriot, Noel D. Campbell, R. Zachary Finney
Omitted Variable Bias In The Link Between Planning And Performance, Kirk C. Heriot, Noel D. Campbell, R. Zachary Finney
New England Journal of Entrepreneurship
This article argues that existing research poorly specifies the link between planning and performance because of omitted variable bias. Researchers agree planning is a critical part of creating any new venture. Many researchers assess planning by whether a small firm has a written business plan. Unfortunately, efforts empirically to validate this relationship have been inconclusive. This article proposes that researchers should assess business plans both on the quality of the plan (and the planning process that produced it), and on the quality of the underlying business opportunity. Failure to account for both aspects of a business plan amounts to omitted …
Knowledge Flows And Economic Development Through Microenterprise Collaboration In Third-Sector Communities, Raymond M. Jones, Roger J. Kashlak, Audra M. Jones
Knowledge Flows And Economic Development Through Microenterprise Collaboration In Third-Sector Communities, Raymond M. Jones, Roger J. Kashlak, Audra M. Jones
New England Journal of Entrepreneurship
"The U.N. once dealt only with governments. By now we know that peace and prosperity cannot be achieved without partnership involving governments, international organizations, the business community and civil society. In today’s world we depend on each other.” Kofi Annan, UN Secretary (1999).
As emphasized by Secretary Annan’s quote, the global community is increasingly concerned with economic development and promotion of democracies is focusing on developing programs to stimulate partnerships among three distinct sectors: government sector, civil society and private sector, including locally based and international entrepreneurs. The modern organization is becoming increasingly informed in its strategies and practices by …
No Mulligans: When Good Entrepreneurs Make Bad Decisions, Joseph E. Levangie
No Mulligans: When Good Entrepreneurs Make Bad Decisions, Joseph E. Levangie
New England Journal of Entrepreneurship
Some of the best entrepreneurs fail early and often. Less talented or less committed entrepreneurs do not even get a second chance. Failure and setbacks, however, can be instructive. What lessons can be learned from these experiences? How can the entrepreneur (and investors) navigate around the potholes on the New Venture Highway? Read on.
Seeking God (In The Details), Joseph E. Levangie
Seeking God (In The Details), Joseph E. Levangie
New England Journal of Entrepreneurship
Entrepreneurs tend to be self-styled “idea” people. They often believe they have the next “Big Concept”—one which could change the world, reaffirm their self-worth, and, of course, make them and their venture team a fortune. In contrast, as they build a company to implement their business dream, entrepreneurs also tend to eschew or trivialize administrative details. Why should they waste their creative juices on minutia? As a result of this insensitivity to detail, these captains of capitalism often trip in their entrepreneurial journey. For example, they might:
• Forget to remit payroll taxes on schedule.
• Fail to document the …
From The Editors, Spring 2004, Laurence Weinstein, Joshua Shuart, Christopher Sheehan, Joseph E. Levangie
From The Editors, Spring 2004, Laurence Weinstein, Joshua Shuart, Christopher Sheehan, Joseph E. Levangie
New England Journal of Entrepreneurship
No abstract provided.
The Lizard King Of Sobe Beverages, Laurence Weinstein, John Bello
The Lizard King Of Sobe Beverages, Laurence Weinstein, John Bello
New England Journal of Entrepreneurship
John Bello, aka the “Lizard King,” has been lionized in the business press as having been the brilliant entrepreneur who started a beverage company from scratch in early 1995 with his partner, Tom Schwalm, and then sold the product line to PepsiCo seven years later for a reported $375 million. What many people do not know is how close Bello came to failing with his SoBe line of innovative drinks.
Elements Of Infrastructure: Factors Driving International Entrepreneurship, Stephen K. Callaway
Elements Of Infrastructure: Factors Driving International Entrepreneurship, Stephen K. Callaway
New England Journal of Entrepreneurship
This article focuses on "born globals" (Knight and Cavusgil 1996) and interfirm resources to explain international entrepreneurship. The theory posed here challenges the traditional image of international business as a long, gradual process not occurring until later in the life cycle, and applying only to large multinational corporations (MNCs).
Increasingly, new ventures must expand their operations internationally early in their history in order to be competitive (Oviatt and McDougall 1994), and require infrastructure (Van de Ven 1993), or interfirm resources, for success. Specifically, firms may rely on three factors to expand internationally: cost factors, unique global resources, and networks.
Dhr Construction, Llc : Parts A And B, Herbert Sherman, Daniel James Rowley
Dhr Construction, Llc : Parts A And B, Herbert Sherman, Daniel James Rowley
New England Journal of Entrepreneurship
Stephen Hodgetts read the e-mail over and over again and still could hardly believe what he had read. He had just come back from his vacation, well rested and refreshed, and this e-mail had dampened his high enthusiasm. It took time to absorb such bad news and for Hodgetts to get over his incredulity. Yet in the end Hodgetts accepted the truth—a deep, dark terrible truth that would not go away. Robert Davis, his business partner’s son, had confirmed in an e-mail his worst fears about their newest business partner, David Russ. Many thoughts were running through his mind simultaneously …
From The Editors, Laurence Weinstein, Joshua Shuart, Christopher Sheehan, Joseph E. Levangie
From The Editors, Laurence Weinstein, Joshua Shuart, Christopher Sheehan, Joseph E. Levangie
New England Journal of Entrepreneurship
No abstract provided.
New England Journal Of Entrepreneurship, Spring 2004
New England Journal Of Entrepreneurship, Spring 2004
New England Journal of Entrepreneurship
No abstract provided.
The Values Of Being Small And Nimble, Joshua Shuart, Peter Christian ("Chris") Murphy
The Values Of Being Small And Nimble, Joshua Shuart, Peter Christian ("Chris") Murphy
New England Journal of Entrepreneurship
Peter Christian (Chris) Murphy had worked his way up the “food chain” at AT&T for 19 years, culminating in his position as Sales Center Vice President for South Florida. When he and a coworker realized there was an opportunity in the marketplace for a small, nimble company to take advantage of emerging communications technology that a stodgy, lumbering corporation would have trouble integrating into its service package, Chris decided to jump into an entrepreneurial opportunity.
Juliska: Filling A Niche With Imports, Laurence Weinstein, David Gooding
Juliska: Filling A Niche With Imports, Laurence Weinstein, David Gooding
New England Journal of Entrepreneurship
David and Capucine Gooding are completing their third year in business, directing the growing activities of their import business located in Stamford, Connecticut. Their niche is marketing handblown glass which is historically accurate and inspired by such disparate designs as 14th-century French, 16th-century Dutch, and 19th-century Venetian glassware. We interviewed David on a “quiet” day when the phones didn’t seem to be ringing constantly.
Doing Well And Happy About It? Explaining Variance In Entrepreneurs’ Stated Satisfaction With Performance, Gregory B. Murphy, Stephen K. Callaway
Doing Well And Happy About It? Explaining Variance In Entrepreneurs’ Stated Satisfaction With Performance, Gregory B. Murphy, Stephen K. Callaway
New England Journal of Entrepreneurship
The importance of performance measurement is largely undisputed. There is debate, however, regarding the equivalency of objective and subjective performance measures. This debate has not considered a frequently used subjective measure, satisfaction with performance, to be an important measure independent of its equivalency with objective measures. Using a sample of 368 manufacturing firms, this study found that objective measures explained only a modest amount of variance in satisfaction with performance and that other variables added significantly to the explained variance.These factors included perceived environmental hostility, vulnerability, perceived competitive advantage, and commitment.
A Classic Book—Revisited, Peter A. Maresco
A Classic Book—Revisited, Peter A. Maresco
New England Journal of Entrepreneurship
Book review by Peter Maresco.
Ricardo Semler, Maverick: The Success Story Behind the World’s Most Unusual Workplace, New York: Warner Books, 1993. ISBN 9780446516969
Cashing In On Seafood, Laurence Weinstein, Stephen Heard
Cashing In On Seafood, Laurence Weinstein, Stephen Heard
New England Journal of Entrepreneurship
Stephen Heard graduated from the University of Rhode Island in 1970 with a degree in business administration. He started his career by signing up as a management trainee at Woolworth’s Department Store in Wellesley, Massachusetts. It didn’t take him long to realize he missed his calling: being by the Rhode Island shoreline and employed in the fishing industry. Nearly 35 years later, Stephen is a self-made multimillionaire, having followed both his passion for entrepreneurship and for living his life on the Atlantic coast.
New England Journal Of Entrepreneurship, Fall 2004
New England Journal Of Entrepreneurship, Fall 2004
New England Journal of Entrepreneurship
No abstract provided.
Employee Equity, Incentive Compensation, And Growth In Entrepreneurial Firms, Ben Arbaugh, Larry W. Cox, S. Michael Camp
Employee Equity, Incentive Compensation, And Growth In Entrepreneurial Firms, Ben Arbaugh, Larry W. Cox, S. Michael Camp
New England Journal of Entrepreneurship
We examined the relationship between employee equity compensation, incentive compensation, and firm growth using a sample of 480 privately held firms from the Ewing Marion Kauffman Foundation’s database of Ernst & Young Entrepreneur Of The Year (EOY) winners. Using frameworks from agency and motivation theories, we argued that larger percentages of both equity- and incentive-based compensation allocated to top managers and employees would be associated with firm growth. After controlling for firm and industry effects, the results of the study showed that while the firms in the sample preferred providing incentive compensation, providing equity compensation for employees was a positively …