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Entrepreneurs' Attitudes, Strategy Choices, And Firm Performance


Author Info

  • Phillip H. Phan

    (Rensselaer Polytechnic Institute)

  • John E. Butler

    (Hong Kong Polytechnic University)


This 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 Info

Paper provided by EconWPA in its series Industrial Organization with number 0506001.

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Length: 18 pages
Date of creation: 04 Jun 2005
Date of revision:
Handle: RePEc:wpa:wuwpio:0506001

Note: Type of Document - pdf; pages: 18
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Related research

Keywords: entrepreneurial strategy; beliefs; attitudes; firm performance; emergent strategy; deliberate strategy;

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  1. 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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