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Entrepreneurs' Attitudes, Strategy Choices, And Firm Performance


  • 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.

Suggested Citation

  • Phillip H. Phan & John E. Butler, 2005. "Entrepreneurs' Attitudes, Strategy Choices, And Firm Performance," Industrial Organization 0506001, University Library of Munich, Germany.
  • Handle: RePEc:wpa:wuwpio:0506001
    Note: Type of Document - pdf; pages: 18

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    References listed on IDEAS

    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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    More about this item


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

    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; Personnel Economics - - Business Administration - - - New Firms; Startups

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