Assessing the effectiveness of guided preparation for new venture creation and performance: Theory and practice

Rotger, Gabriel Pons; Gørtz, Mette; Storey, David

doi:10.1016/j.jbusvent.2012.01.003

Cited by 100 publications

(80 citation statements)

References 35 publications

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“…Clearly, social groups -whether as founding teams, kinship networks, mentoring groups, or other types of associations -matter for entrepreneurial action (Eesley & Wang, 2014;Portes & Sensenbrenner, 1993;Rotger et al, 2012). The emphasis on social groups is not surprising.…”

Section: Preliminariesmentioning

confidence: 99%

Untapped Riches of Meso-Level Applications in Multilevel Entrepreneurship Mechanisms

Kim

Wennberg

Croidieu

2016

AMP

123

120

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Section: Preliminariesmentioning

confidence: 99%

Untapped Riches of Meso-Level Applications in Multilevel Entrepreneurship Mechanisms

Kim

Wennberg

Croidieu

2016

AMP

123

120

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“…For providers of finance, being able to more accurately estimate the optimal date to provide finance is valuable, because too early an investment may be too risky, whereas delay may mean the opportunity is seized by a rival (Cumming et al 2015). Finally, governments are continually faced with the choice of using taxpayer's funds to support and stimulate start-ups, or instead to delay support until performance metrics become clearer (Pons Rotger et al 2012). An optimal combination of support at different stages as new ventures evolve could provide considerable social and economic returns.…”

Section: Introductionmentioning

confidence: 99%

Predicting new venture survival and growth: Does the fog lift?

et al. 2016

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This paper investigates whether new venture performance becomes easier to predict as the venture ages: does the fog lift? To address this question we primarily draw upon a theoretical framework, initially formulated in a managerial context by Levinthal (Adm Sci Q 36(3):397-420, 1991) that sees new venture sales as a random walk but survival being determined by the stock of available resources (proxied by size). We derive theoretical predictions that are tested with a 10-year cohort of 6579 UK new ventures in the UK. We observe that our ability to predict firm growth deteriorates in the years after entry-in terms of the selection environment, the 'fog' seems to thicken. However, our survival predictions improve with time-implying that the 'fog' does lift.

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“…Effects varied across firms according to strategic orientation-for firms expanding into new markets employmentgrowth benefits were higher (11.7%) compared to firms serving current markets (4.1%), while it was 6.7% for firms using formal business planning processes compared 3.9% to those that did not. 8 Rotger et al (2012) uses a matching method to analyse the performance of the Denmark's North Jutland Entrepreneurial Network which provides advice and guidance to individuals engaged in the creation of new ventures. The Network offers 3 levels (L) of counselling products: basic counselling (assessing viability of the idea) provided by the local business centre (L1); counselling with private-sector advisors (eg formulating business plan) (L2) and extended counselling during the start up with private-sector start-up consultants (L3).…”

Section: Schemes To Provide Advice Of a Standardized Formmentioning

confidence: 99%