Failure and entrepreneurship: Practice, research, and pedagogy

Lane, Andrea; Mallett, Oliver; Wapshott, Robert

doi:10.1080/08276331.2018.1518072

Cited by 5 publications

(3 citation statements)

References 13 publications

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“…The literature in the field of entrepreneurship has shown evidence of publication bias in favor of successful endeavors. [30][31][32] We put forward the view that there should be more room for publication of studies wherein the value was more learning-related than direct health outcome or economic benefit.…”

Section: Authorsmentioning

confidence: 99%

Reflections on Managing the Performance of Value-Based Healthcare: A Scoping Review

Elten

Howard

Loo

et al. 2023

Int J Health Policy Manag

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Background: Value Based Healthcare (VBHC), which can be viewed as a strategy to organize and improve healthcare services, has far-reaching organizational and managerial consequences. It is common managerial practice to support the execution of a strategy by monitoring the ensuing activities. Such monitoring provides feedback and guidance on the execution of these activities to the management of an organization and helps to realize organizational strategies. Monitoring of activities is commonly done by performance management systems (PMS). Given the rising attention in the literature and in practice for VBHC, we ask to what extent VBHC is supported by PMS in practice, and how we can explain what we find to support further successful implementation of VBHC. Methods: In our scoping review of financial and performance management at the organization or unit-level of healthcare organizations that apply value-based approaches, we identified 1,267 unique papers in Embase, Medline, OVID, and Web of Science. After the (double-blinded) title and abstract screening, 398 full-text articles were assessed for further analysis. Results: Our review reveals only eleven original papers discussing specifically the integration of VBHC and performance management systems. Almost all the featured applications in these papers focus on a specific project or medical specialty. Only one paper exemplifies how VBHC has been integrated with the PMS of a medical institution, and no paper provides a clear link with strategy execution. We ask why this is the case and propose several explanations by studying the extant performance management literature. We see these explanations as issues for further reflection for VBHC practitioners and researchers. Conclusion: We conclude that one of the reasons for the absence of papers integrating VBHC and performance management systems is formed by the tensions that exist between striving for "the best care" or even for providing "all care that is viably possible" and pursuing greater (financial) efficiency. Implementing VBHC as an important organizational strategy and explicating this strategy in the PMS requires that these tensions need to be brought into the fore. When this is not done, we believe that VBHC adoptions that are fully integrated with performance management systems will remain limited in practice.

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Section: Authorsmentioning

confidence: 99%

Reflections on Managing the Performance of Value-Based Healthcare: A Scoping Review

Elten

Howard

Loo

et al. 2023

Int J Health Policy Manag

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“…y entrepreneurial business failure (Lane, Mallett & Wapshott, 2019) we are referring to a situation where a firm "ceases operations, loses its corporate identity, and/or loses the capacity to govern itself" and business failure is likened to the idea of entrepreneurial exit, which is 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 F o r P e e r R e v i e w 5 defined as the process of "shutting down, discontinuing or quitting a business" (Amankwah-Amoah et al, 2018:650). Business failure occurs over several distinct phases, usually contiguous to a significant event that is considered the tipping point of "failure" (Dias & Teixeira, 2017:4).…”

Section: Business Failurementioning

confidence: 99%

“…The incorporation of these assumptions into an over-archiving narrative of success risks obscuring and underplaying the psychological, social and financial consequences of different types of failure in entrepreneurship (Lane et al, 2019). Engaging with failure seriously, whereby it is ‘an outcome in itself as well as part of a journey to eventual success, is necessary to build authentic images and deeper understanding of entrepreneurship as experienced by those who pursue it’ (Lane et al, 2019: 97). To better understand the consequences of business failure, researchers draw on many theories from the field of psychology to determine what each individual goes through when they experience a business failure (Dias and Teixeira, 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

The role of institutional and family embeddedness in the failure of Sub-Saharan African migrant family businesses

Hack‐Polay

Igwe

Madichie

2020

The International Journal of Entrepreneurship and Innovation

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There is considerable interest among European politicians and policymakers in how to integrate migrants in the local and national economy. Drawing on in-depth qualitative interviews with 20 owners of Sub-Saharan African migrant family businesses (SSAMBs) in the United Kingdom, this article critically examines why SSAMBs fail or underperform. This investigation draws upon three streams of literature – notably migrant business failure, institutional theory and family embeddedness. The findings highlight the challenges of doing business and the reasons for business failure among this group. These are different from other small businesses and include culture, family interference and ethnicity. The main contribution of the article lies in the development of a conceptual model that highlights the relationships between institutional contexts and migrant family business outcomes. The model proposes that institution and family embeddedness results in the enactment of ethnic behaviours that drive migrant businesses into cultural markets leading to business underperformance or failure.

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Entrepreneurial team heterogeneity and female entrepreneurial performance: A multiple mediation model

Guo

Wang

et al. 2023

Women's Studies International Forum

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Failure and entrepreneurship: Practice, research, and pedagogy

Cited by 5 publications

References 13 publications

Reflections on Managing the Performance of Value-Based Healthcare: A Scoping Review

Reflections on Managing the Performance of Value-Based Healthcare: A Scoping Review

The role of institutional and family embeddedness in the failure of Sub-Saharan African migrant family businesses

Entrepreneurial team heterogeneity and female entrepreneurial performance: A multiple mediation model

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