Developing Behavioural Observation Scales to Foster Effective Entrepreneurship

Brown, Travor C.; Hanlon, Dennis

doi:10.1080/08276331.2004.10593315

Cited by 8 publications

(6 citation statements)

References 16 publications

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“…Pilot Study: Developing the BOS In an earlier study, we developed the BOS in accordance with Latham and Wexley's (1994) guidelines. As the method used was described in detail in that study (Brown and Hanlon 2004), we now present only a brief summary of the five-step procedure employed.…”

Section: Methodsmentioning

confidence: 99%

Behavioral Criteria for Grounding Entrepreneurship Education and Training Programs: A Validation Study

Brown¹,

Hanlon²

2014

Journal of Small Business Management

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The entrepreneurship literature lacks a systematically developed and validated framework to ground educational programs. We previously developed behavioral observation scales (BOS) consisting of 9 dimensions and 47 behaviors. In this study, we validated the BOS using 12 performance measures and a national survey of 149 entrepreneurs. The BOS were found to be valid. All 9 BOS dimensions, as well as the total score on the BOS, correlated significantly with many of the 12 nonbehavioral performance measures. These BOS provide entrepreneurship education and educators with a validated and systematically developed instrument that can be used to appropriately ground education programs.

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Section: Methodsmentioning

confidence: 99%

Behavioral Criteria for Grounding Entrepreneurship Education and Training Programs: A Validation Study

Brown¹,

Hanlon²

2014

Journal of Small Business Management

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“…They perform the roles of day-to-day manager, HR manager, strategic planner, sales representative, accountant and more, as part of the new venture creation and development (cf. Brown and Hanlon 2004;Hess 1987). In addition to these many roles entrepreneurs have inside the organization, they also have large number of roles outside the organization that are related to the venture and its success.…”

Section: Entrepreneurs Versus the Organizationally Employedmentioning

confidence: 96%

The influence of work-and-family conflict on male entrepreneurs’ life satisfaction: a comparison of entrepreneurs and non-entrepreneurs

Schjoedt

2013

Journal of Small Business & Entrepreneurship

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“…To the best of our knowledge, the only subsequent qualitative managerial behavior studies that have led to the development or potential development of BIQs or BOS, other than the cumulative series of "replication" studies conducted in the UK and other countries by Hamlin (cf. Hamlin, 2009;Hamlin & Hatton, 2013), are the previously cited studies of Brown and Hanlon (2004) and Brown et al (2013).…”

Section: Historical Perspective Of Managerial and Leadership Effectmentioning

confidence: 99%

“…Several 21st‐century human resource development (HRD) researchers have conducted manager/leader behavior studies that are consistent with the type of inquiries called for by Van Wart (2013). Following the example of Latham and Wexley (1977, 1994) who developed behavioral observation scales (BOS) for performance appraisal purposes using Flanagan's (1954) critical incident technique (CIT), Brown and Hanlon (2004) used CIT to create BOS for the purpose of coaching and developing entrepreneurs, identifying the training needs of prospective entrepreneurs, and for evaluating the effectiveness of entrepreneurial training programs. This involved collecting from a sample of young entrepreneurs concrete examples (i.e., critical incidents) of effective and ineffective behaviors that they had observed other entrepreneurs exhibiting.…”

Section: Introductionmentioning

confidence: 99%

Perceived managerial and leadership effectiveness within the Canadian public sector

Hamlin

Whitford²

2020

Human Resource Dev Quarterly

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This study responds primarily to numerous calls for specific public management and public administration-related research to better understand public leadership currently performed in an increasingly complex and ambiguous world. It also responds to calls in the human resource development (HRD) literature for more qualitative managerial behavior research. The inquiry explores perceptions of what behaviorally distinguishes effective managers from ineffective managers, as expressed by managers and nonmanagerial employees within a Canadian public utility company. It reaches for generalization by comparing the results against findings from equivalent qualitative managerial behavior studies carried out in three subareas of the British public sector. Using the critical incident technique (CIT), concrete examples (critical incidents [CIs]) of observed managerial behavior were collected from managers and nonmanagerial staff. The CIs (n = 530) were subjected to open and axial coding to identify a smaller number of discrete behavioral categories (BSs). Selective coding of the identified BSs (n = 99) resulted in 16 positive (effective) and 12 negative (ineffective) behavioral criteria (BCs) being deduced. Over 92% of the Canadian BSs are convergent in meaning with over 81% of the compared British BSs. Consequently, they are likely to be generalizable to other subareas of the Canadian public sector. The 8% of nonconvergent Canadian BSs and their respective underpinning CIs contain no content that could be construed as being context-specific to the

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Developing Behavioural Observation Scales to Foster Effective Entrepreneurship

Cited by 8 publications

References 16 publications

Behavioral Criteria for Grounding Entrepreneurship Education and Training Programs: A Validation Study

Behavioral Criteria for Grounding Entrepreneurship Education and Training Programs: A Validation Study

The influence of work-and-family conflict on male entrepreneurs’ life satisfaction: a comparison of entrepreneurs and non-entrepreneurs

Perceived managerial and leadership effectiveness within the Canadian public sector

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