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Managing Portfolio Entrepreneurship: A Case Study

In: The Family Business Group Phenomenon

Author

Listed:
  • Donato Iacobucci

    (Università Politecnica delle Marche)

  • Peter Rosa

    (University of Edinburgh)

Abstract

The start-up of new ventures is relevant for innovation and growth in the small firm sector. Empirical evidence has shown that new venture creation by established entrepreneurs is often carried out through the setting up of new firms to involve other people in the ownership and control of the new business. The aim of this chapter is to investigate the mechanisms through which established entrepreneurs build entrepreneurial teams to develop new businesses and how these teams evolve over time. The empirical analysis is based on a case study of a habitual entrepreneur who set up several firms during a 50-year period. In-depth interviews were conducted with the entrepreneur and the other people that were subsequently involved in the development of the new businesses. The interviews clarified the motives for such involvement and shed new insights on two issues: the one entrepreneur-one business principle and about the dynamic of entrepreneurial teams in knowledge-intensive businesses.

Suggested Citation

  • Donato Iacobucci & Peter Rosa, 2019. "Managing Portfolio Entrepreneurship: A Case Study," Springer Books, in: Marita Rautiainen & Peter Rosa & Timo Pihkala & Maria José Parada & Allan Discua Cruz (ed.), The Family Business Group Phenomenon, chapter 5, pages 89-110, Springer.
    • Handle: RePEc:spr:sprchp:978-3-319-98542-8_5
    DOI: 10.1007/978-3-319-98542-8_5
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