創(chuàng)業(yè)者先前工作經(jīng)驗與新技術(shù)企業(yè)初期績效-資料下載頁
2025-07-14 14:38本頁面
【正文】 ] 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 venture’s initial performanceXUE Hongzhi，TIAN Li, ZHANG YuliSchool of Business, Nankai University, Tianjin 300071, ChinaAbstract: Using data from 103 early stage technological new ventures who applied for “Tianjin technological small and medium business innovation fund programme”, we empirically examined the impact of entrepreneurial prior working experience on new ventures’ initial performance. We find that whether a new venture can achieve superior performance doesn’t depend on whether the entrepreneur has prior working experience, but on what experience he has. Firstly, when working experience is closely related to the job entrepreneur undertaking in the new venture, performance will be improved, but the match between working experience and the industry which the new venture entry doesn’t has significant impact. Secondly, different functional working experience has different impact on new venture performance, and Ramp。D experience does matter. Lastly, diversity of entrepreneurial functional experience has important influence. Key words: new technological venture。 prior working experience。 industrial experience。 functional experience。 diversity of experience10 / 1
數(shù)學(xué)相關(guān)推薦
鄂ICP備17016276號-1