Portfolio Entrepreneurship and Strategic Decision Making in the Global Context

Kişi, Nermin

doi:10.4018/978-1-7998-1981-3.ch015

Cited by 2 publications

(2 citation statements)

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“…The literature covered so far suggests that portfolio entrepreneurs resort to internal venturing to build related portfolios, seeking synergies among the units. However, this overlooks the fact that portfolio entrepreneurs are somewhat risk-averse and need to build some diversification into their portfolios to mitigate this (Kişi, 2020;Lechner et al, 2016;Santamaria, 2018). The strategic tension arises when the desire for interdependence (in pursuit of synergies and redeployment options) confronts the risk of contagion among linked units, hence our question: How do portfolio entrepreneurs strategize their portfolios?…”

Section: Strategymentioning

confidence: 99%

“…Managing a portfolio of small businesses is a practical reality for many entrepreneurs, yet the study of this important mode of enduring entrepreneurship remains underdeveloped (Carbonara et al, 2020;Lechner et al, 2016;Santamaria, 2021). In particular, scholars have largely neglected issues inherent within the structure, strategy and management of such groups (Kişi, 2020). This paper focuses on the portfolio entrepreneur, one who chooses to own and manage two or more businesses simultaneously.…”

Section: Introductionmentioning

confidence: 99%

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Portfolio Entrepreneurs: Structure, Strategy and Management of Business Groups

Morrish

Hamilton

2022

Journal of Small Business Strategy

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This paper draws on the experiences of portfolio entrepreneurs and develops new insights into this important mode of business development. Portfolio entrepreneurs own and manage multiple businesses simultaneously, providing an alternative growth process and the prospect of enduring entrepreneurship. Previous research has focused on either the genealogy of businesses in a portfolio or the human capital attributes that determine who becomes a portfolio entrepreneur and how they perform relative to other types of entrepreneurs. Key issues involving the structure, strategy and management of portfolios need further exploration and development. This multiple-case study conducted in New Zealand features eleven entrepreneurs with portfolios of different ages and sizes, each reflecting a series of opportunistic responses to different situations. Our results show that some entrepreneurs use structure as an internal seedbed to spawn new ventures, others seek opportunities to acquire more businesses, while some use both means to build and maintain their business groups. Structure is the dominant construct, providing a flexible canvas upon which entrepreneurs enact growth ambitions by creating and re-creating their portfolios over time. We found no evidence of portfolio-level decision making or performance measurement with the lead entrepreneur’s attention largely focused at the business unit level.

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Section: Strategymentioning

confidence: 99%