Growth intentions of owner-managers of young microfirms

LeBrasseur, Rolland; Blanco, Huguette; Dodge, John L.

doi:10.1108/neje-09-01-2006-b001

Cited by 9 publications

(7 citation statements)

References 19 publications

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“…Organizations where the CO–performance relationship may be enhanced via the moderating effect of risk‐taking, innovativeness, and opportunity focus are more likely to use flat, informal organizational structures that are more fluid. Flat structures are more likely to exist in small firms; however, in microfirms, the owner is often the sole decision‐maker and the key determinant of company culture (LeBrasseur, Blanco, and Dodge 2006). Small firms that have moved out of the micro stage are still largely influenced in structure and culture by the owner.…”

Section: Discussionmentioning

confidence: 99%

“…Just as small firms are not simply smaller versions of large companies, small does not necessarily mean entrepreneurial for a venture. Different classifications exist to describe a small business, such as lifestyle firm versus entrepreneurial venture (Timmons and Spinelli 2009), and manager versus entrepreneur in a young microfirm (LeBrasseur, Blanco, and Dodge 2006). The degree of risk‐taking, innovativeness, and opportunity focus in a small firm may be used to assess the extent of its entrepreneurial orientation.…”

Section: Introductionmentioning

confidence: 99%

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Customer Orientation and Performance in Small Firms: Examining the Moderating Influence of Risk-Taking, Innovativeness, and Opportunity Focus

Brockman

Jones

Becherer

2012

Journal of Small Business Management

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Customer orientation is considered to be an essential element for small firm success despite relatively little empirical evidence to support such a claim. This research examines the customer orientation–performance relationship among 180 small firms, and the moderating influence of risk‐taking, innovativeness, and opportunity focus on that relationship. Results support the overall positive influence of customer orientation on performance and indicate that the influence is stronger as risk‐taking, innovativeness, and opportunity focus increase. Interestingly, customer orientation does not positively influence small firm performance under low levels of risk‐taking, innovativeness, and opportunity focus.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Customer Orientation and Performance in Small Firms: Examining the Moderating Influence of Risk-Taking, Innovativeness, and Opportunity Focus

Brockman

Jones

Becherer

2012

Journal of Small Business Management

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“…Similarly, the behavior of creative entrepreneurs is found to be largely influenced by factors such as personal happiness, work/life balance, personal gratification of working with crafts, and the ability to express one's own artistic skills (Paige & Littrell, 2002). In terms of the classification presented by Lebrasseur, Blanco, and Dodge (2006), these entrepreneurs would be described as "lifestylers", i.e., entrepreneurs who work alone, without employees, and without growth intentions, because above all, their aim is to accomplish their passion, to participate in creative projects, and to work on ambitious challenges.…”

Section: Cultural and Creative Industriesmentioning

confidence: 99%

Motives for strategic alliances in cultural and creative industries

2018

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Cultural and creative industries are gaining importance in Western economies. In these industries, as in several other business sectors, micro-firms, i.e., firms that employ fewer than ten employees, are the predominant firm type. As these industries have become an integral part of most economies, the literature has started to explore the strategic behavior of cultural and creative microfirms. Although micro-firms are characterized by certain specificities that can affect how likely they are to engage in external relationships, there is a dearth of knowledge concerning collaboration through strategic alliances in this specific context. Seeking to advance the understanding of partnerships between micro-firms in cultural and creative industries, the purpose of this article is to reveal the specific motives for engaging in strategic alliances in this context. In doing so, we focus on six case studies of strategic alliances between micro-firms in cultural and creative industries in France. Our results show that strategic alliances involving creative micro-firms seek the reduction of overspecialization, target a high degree of quality of life and pleasure at work, and are envisaged only if there is trust and mutual support among the partners. Moreover, opportunism and necessity motivations guide the creative micro-firms' decision to enter strategic alliances.

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“…The current entrepreneurial economy revolves around small firms (Volery and Mazzarol, 2015) as important engines of economic growth, innovation and employment (Marcotte and Niosi, 2005; Schaper et al, 2005; Thukral et al, 2008) in developed (Jay and Schaper, 2003; LeBrasseur et al, 2006) and developing countries (Latha and Murthy, 2009). The majority of small- and medium-sized enterprises (SMEs) are micro-firms (Schaper et al, 2005) 1 defined as those with fewer than 10 employees (Eurostat, 2011; Institut Nationale de la Statistique et des Etudes Economiques (INSEE), 2016; Organisation for Economic Co-operation and Development (OECD), 2007).…”

Section: Introductionmentioning

confidence: 99%

How do micro-firms manage coopetition? A study of the wine sector in France

Granata¹,

Lasch

Roy

et al. 2017

International Small Business Journal: Researching Entrepreneurs

104

191

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Research on coopetition – the simultaneous occurrence of competition and cooperation among firms – is usually limited to the realm of large firms. While some research has examined the motives and outcomes of coopetition among small- and medium-sized business, little is known about how coopetition is managed among micro-firms. The French wine sector is dominated by micro-firms, among which coopetition is common. Focusing on the Pic Saint Loup area in south-eastern France, this article analyses how micro-firms manage coopetition. While we observe similarities in coopetition with respect to large firms, a distinct micro-firm coopetition mode is identified: (a) contrary to expectations, the management of coopetition is highly formalised in micro-firms; (b) as with large firms, the management of micro-firm coopetition requires a separation between competition and cooperation, but such separation occurs outside the firm – in the form of a collective structure; and (c) in contrast to large firms, small firms exhibit an increase in individual-level dimensions of coopetition with decreasing firm size. We conclude that policy should encourage coopetition among micro-firms provided that it is tailored to micro-firm specificities.

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Growth intentions of owner-managers of young microfirms

Cited by 9 publications

References 19 publications

Customer Orientation and Performance in Small Firms: Examining the Moderating Influence of Risk-Taking, Innovativeness, and Opportunity Focus

Customer Orientation and Performance in Small Firms: Examining the Moderating Influence of Risk-Taking, Innovativeness, and Opportunity Focus

Motives for strategic alliances in cultural and creative industries

How do micro-firms manage coopetition? A study of the wine sector in France

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