創(chuàng)業(yè)者先前工作經(jīng)驗(yàn)與新技術(shù)企業(yè)初期績(jī)效(文件)
【正文】 技術(shù)企業(yè)本身的特征密切相關(guān)的。此外，根據(jù)吸收能力的觀點(diǎn)，新技術(shù)開發(fā)的風(fēng)險(xiǎn)和結(jié)果在很大程度上是由創(chuàng)業(yè)者在先前技術(shù)研發(fā)過程中積累起的技術(shù)能力和技術(shù)經(jīng)驗(yàn)所決定。此外，這與團(tuán)隊(duì)完整性（即團(tuán)隊(duì)成員填補(bǔ)關(guān)鍵職位的程度）的研究也是一致的。本文的研究結(jié)論支持了能力理論的觀點(diǎn)，即創(chuàng)業(yè)者的人力資本特征是新企業(yè)績(jī)效的關(guān)鍵決定因素，拓展了我們對(duì)于新企業(yè)初期績(jī)效決定因素的深入理解，對(duì)潛在創(chuàng)業(yè)者具有重要啟示。例如，沒有任何管理經(jīng)驗(yàn)的技術(shù)人員可能承擔(dān)了總裁角色，以前從事銷售工作的人員可能會(huì)負(fù)責(zé)人力資源管理或顧客售后服務(wù)，具有工程研發(fā)經(jīng)驗(yàn)的人員負(fù)責(zé)企業(yè)發(fā)展戰(zhàn)略或營(yíng)銷職能。其次，先前的研發(fā)管理經(jīng)驗(yàn)通常有助于新技術(shù)企業(yè)獲得外部資源。數(shù)據(jù)分析結(jié)果顯示，在多個(gè)管理職能上擁有工作經(jīng)驗(yàn)會(huì)顯著提升新企業(yè)的績(jī)效，這反映了多面手要比專家型人才更適合創(chuàng)業(yè)。s perspective. J. Katz, R. Brockhaus, eds. Advances in Entrepreneurship, Firm Emergence and Growth[J], Vol. 3. JAI Press, Greenwich, CT, 1997, 119138.[6]Kirzner I. Competition and entrepreneurship[M]. Univerisity of Chicago Press, Chicago, IL, 1973.[7]Shane S. Prior knowledge and the discovery of entrepreneurial opportunities[J]. Organization Science, 2000, 11(4): 448469.[8] Bruderl J, Preisendorfer P, Ziegler R. Survival chances of newly founded business organizations[J]. American Sociological Review, 1992, 72:227–242.[9] Bruderl J, Preisendorfer P. Fast growing businesses: empirical evidence from a German study[J]. International Journal of Sociology, 2000, 30: 45–70.[10] Almus M, Nerlinger E A. Growth of new technologybased firms: which factors matter?[J] Small Business Economics, 1999, 13: 141–154.[11] Siegel R, Siegel E, Macmillan I C. Characteristics distinguishing high growth ventures[J]. Journal of Business Venturing, 1993, 8: 169–180.[12] Gimeno J, Folta T, Cooper A, Woo C. Survival of the fittest? Entrepreneurial human capital and the persistence of underperforming firms[J]. Administrative Science Quarterly, 1997, 42: 750–783.[13] Chandler G N, Jansen E. The founder’s selfassessed petence and venture performance[J]. Journal of Business Venturing, 1992, 7: 223–236.[14] Cooper A C, Bruno AV. Success among hightechnology firms[J]. Business Horizons, 1977, 20: 16–22.[15] Feeser H R, Willard G E. Founding strategy and performance: A parison of high and low growth high tech firms[J]. Strategic Management Journal, 1990, 11: 87–98.[16] Stuart R W, Abetti P A. Impact of entrepreneurial and management experience on early performance[J]. Journal of Business Venturing, 1990, 5: 151–162.[17] Westhead P, Cowling M. Employment change in independent ownermanaged high technology firms in Great Britain[J]. Small Business Economics, 1995, 7: 111–140.[18] Van de Ven A H, Hudson R, Schroeder D M. Designing new business Start ups: Entrepreneurial, organizational, and ecological considerations[J]. Joumal of Management, 1984, 10: 87107.[19] Eisenhardt K M, Schoonhoven C B. Organizational growth: Linking founding team, strategy, environment and growth among . semiconductor ventures, 1978–1988[J]. Administrative Science Quarterly, 1990, 35: 504–529.[20] Beckman C M. The influence of founding team pany affiliations on firm behavior[J]. Academy Management Journal, 2006, 49(4): 741–758.[21] Boeker W P. Strategic change: The effects of founding and history[J]. Academy of Management Journal, 1989, 32(3): 489–515.[22] Phillips D J. Organizational genealogies and the persistence of gender hierarchies: The case of Silicon Valley law firms. Administrative Science Quarterly, 2005, 50: 440–472.[23]Hsu D H. Experienced entrepreneurial founders, organizational capital, and venture capital funding[J]. Research Policy, 2007, 36: 722741The impact of entrepreneurial prior working experience on new technological ve
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