Emotion and Business Exit

Afrahi, Bahare; Blackburn, Robert

doi:10.5465/ambpp.2020.12849abstract

Cited by 1 publication

(3 citation statements)

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“…Our results support the findings of DeTienne and Cardon (2012) and Afrahi and Blackburn (2019) relative to the effects of firm size. Firm size was found to be significant in all three tested models.…”

Section: Jsbedsupporting

confidence: 90%

“…Battisti and Okamuro (2010) also showed a link between preferred exit strategy and size; the results suggest that founders are less likely to sell. Other scholars have highlighted associations with, for example, work orientation, entrepreneurial experience, firm age, socioeconomic wealth, age and perceived barriers (Afrahi and Blackburn, 2019;Dehlen et al, 2014;Kaciak et al, 2021;Rouse, 2016;Koładkiewicz et al, 2022a, b).…”

Section: Entrepreneurial Exit and Exit Strategymentioning

confidence: 99%

“…Various other contributions have further refined our understanding of the antecedents of exit strategy choices (e.g. Afrahi and Blackburn, 2019;Dehlen et al, 2014;Kaciak et al, 2021), but considerable gaps remain around this complex phenomenon.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Retiring entrepreneurs and succession planning: does entry mode determine exit strategy?

Viljamaa,

Joensuu-Salo,

Varamäki

2024

JSBED

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PurposeThe purpose is to examine the relationship between entrepreneurs’ exit strategies and modes of entry. The topic of exit strategies in the context of approaching retirement warrants further attention.Design/methodology/approachWe apply logistic regression to analyse 1,192 responses to an online survey of firms with entrepreneurs aged over 55.FindingsFamily successors are more likely to choose family succession and buyers to choose to sell, but the association between founding and exit mode cannot be confirmed. Firm size is also significant. Our findings suggest that entry and exit via a business transfer are linked. Entrepreneurs might be influenced by their form of entry when choosing their exit strategy.Research limitations/implicationsThe data were collected from a single European country, limiting generalisation. Future research should incorporate intervening variables not controlled for here, such as, entrepreneurial experience. Future studies should also seek to test the existence of imprinting directly, as it is implied rather than verified here.Practical implicationsIf the entry mode has a lasting effect on the entrepreneur as our results suggest, thus influencing the exit strategy selected, entrepreneurs could benefit from greater awareness of the imprinting mechanism. Increasing awareness of imprinted biases could unlock the benefits of exit strategies previously overlooked.Originality/valueThe study is the first to consider sale, family succession and liquidation as exit strategies in relation to the original entry mode of ageing owners. It contributes to the understanding of exit strategies of ageing entrepreneurs and proposes using entrepreneurial learning and imprinting as lenses to clarify the phenomenon.

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Section: Jsbedsupporting

confidence: 90%