Entrepreneurs' Attitudes, Strategy Choices, And Firm Performance
AbstractThis paper focuses on how attitudes affect entrepreneur’s strategy selection at the organizational level. It also attempts to discover if contingencies exist in this relationship that may account for differences in firm performance. The model developed, based on the existing literature, is tested using a sample of 60 wineries, still operated by their founding entrepreneurs. The results indicate that entrepreneurs used different approaches to impart their values and beliefs to their firms. While we show that this affects the eventual strategy choice, the data indicates that firms can be equally profitable with multiple sets of attitude and strategy combinations.
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Bibliographic InfoPaper provided by EconWPA in its series Industrial Organization with number 0506001.
Length: 18 pages
Date of creation: 04 Jun 2005
Date of revision:
Note: Type of Document - pdf; pages: 18
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entrepreneurial strategy; beliefs; attitudes; firm performance; emergent strategy; deliberate strategy;
Find related papers by JEL classification:
- D21 - Microeconomics - - Production and Organizations - - - Firm Behavior: Theory
- L21 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Business Objectives of the Firm
- M13 - Business Administration and Business Economics; Marketing; Accounting - - Business Administration - - - New Firms; Startups
This paper has been announced in the following NEP Reports:
- NEP-ALL-2005-06-14 (All new papers)
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Ray, Dennis M. & Turpin, Dominique V., 1990. "Factors influencing Japanese entrepreneurs in high-technology ventures," Journal of Business Venturing, Elsevier, vol. 5(2), pages 91-102, March.
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