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Entrepreneurs as Co-Operative Capitalists: High Tech CEOs in the UK

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  • Hugh Whittaker

Abstract

This paper presents the findings of a survey of CEOs in the UK high tech SME sector. Based on 510 responses, it builds up a picture of personal backgrounds, careers, reasons for starting or acquiring the business(es) and business objectives. A typology is developed, based on business objectives, of 'co-operative capitalists', 'capitalists', 'co-operatists' and 'coasters'. Participants' own comments show the importance of lessons learned in past employment, a cautious approach to business development, and an orientation to satisfying customer needs through employee involvement, often part of a 'stakeholder' and/or ethical orientation.

Suggested Citation

  • Hugh Whittaker, 1999. "Entrepreneurs as Co-Operative Capitalists: High Tech CEOs in the UK," Working Papers wp125, Centre for Business Research, University of Cambridge.
    • Handle: RePEc:cbr:cbrwps:wp125
    Note: PRO-1
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    File URL: https://www.jbs.cam.ac.uk/cbrwp125/
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    Cited by:

    1. T Quince, 2001. "Entrepreneurial Collaboration: Terms of Endearment or Rules of Engagement?," Working Papers wp207, Centre for Business Research, University of Cambridge.
    2. Thelma Quince & Hugh Whittaker, 2002. "High Tech Businesses in the UK: performance and niche markets," Working Papers wp234, Centre for Business Research, University of Cambridge.
    3. Thelma Quince & Hugh Whittaker, 2002. "Close Encounters: Evidence of the potential benefits of proximity to local industrial clusters," Working Papers wp235, Centre for Business Research, University of Cambridge.

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