Showing papers by "Deniz Ucbasaran published in 2003"

Entrepreneurial founder teams : factors associated with member entry and exit.

Abstract: This exploratory study provides a review of the neglected area of entrepreneurial founder team turnover. A novel distinction is made between entrepreneurial founder team member entry and team member exit. Ninety owner-managed ventures were monitored between 1990 and 2000. Presented hypotheses relating to a team's human capital were explored using multivariate logistic regression analysis. Variables associated with entry were found not to be the same as those associated with exit. The size of the founding team was significantly negatively associated with subsequent team member entry. The link between team turnover and entrepreneurial team heterogeneity was mixed. Functional heterogeneity was weakly significantly positively associated with team member entry. Heterogeneity of prior entrepreneurial experience was significantly positively associated with team member exit. In addition, family firms were significantly negatively associated with team member exit. The average age of the team was not significantly associated with team member entry or exit. Additional insights in future research may be gathered if a broader definition of team turnover (i.e., considering team member entry and exit) is considered. Practitioner awareness of the different factors associated with team member entry and exit may encourage them to provide assistance, which facilitates the team building process over time in developing firms. Promising areas for additional research are highlighted.

A longitudinal study of habitual entrepreneurs: starters and acquirers

Abstract: This study provides insights into the characteristics and behaviour of habitual starter entrepreneurs (ie individuals who have established more than one business) and habitual acquirer entrepreneurs (ie individuals who have purchased/acquired more than one business) A human capital perspective is utilized to illustrate that the human capital accumulated by a habitual entrepreneur may influence their subsequent behaviour Prior business ownership experience is discussed in relation to an entrepreneur's human capital accumulation, as well as their search and business opportunity identification behaviour A case study approach is used to develop propositions that highlight the similarities and differences between habitual starter and acquirer entrepreneurs Implications for researchers and practitioners are discussed

Differences Between Private Firms Owned by Novice, Serial and Portfolio Entrepreneurs: Implications for Policy Makers and Practitioners

Abstract: W ESTHEAD P., U CBASARAN D. and W RIGHT M. (2003) Differences between private firms owned by novice, serial and portfolio entrepreneurs: implications for policy makers and practitioners, Reg. Studies 37 , 187-200. Policy makers can target "hard' (i.e. financial) and "soft' (i.e. technical) assistance to firms. Some policy makers and practitioners are considering whether resources could be more effectively utilized if they were targeted towards habitual entrepreneurs, rather than in the form of additional initiatives to increase the pool of pure nascent entrepreneurs and novice entrepreneurs. To inform this policy debate, similarities and differences between 354 firms owned by novice, serial and portfolio entrepreneurs in Scotland are highlighted with regard to the process of financing businesses, organizational capabilities as well as the size and performance of the surveyed businesses. Presented empirical evidence confirms that portfolio entrepreneurs have more diverse experiences and more resources than...

Does Entrepreneurial Experience Influence Opportunity Identification

Abstract: Habitual (experienced) entrepreneurs are an important sub-group of entrepreneurs who make a fundamental contribution to the process of wealth creation in society. They have been associated with the“entrepreneurial mindset” which induces them to passionately seek and exploit the best opportunities. Despite these exceptional qualities, there are conflicting views among financiers as to whether the additional experience possessed by habitual entrepreneurs is an asset or a liability. Furthermore, there has been limited empirical work that has examined how these experienced entrepreneurs identify and exploit opportunities and whether their practices do indeed differ from those of their novice counterparts. This study seeks to address this void by examining the attitudes and behaviors of 773 novice and habitual entrepreneurs who own firms located throughout Great Britain.

The impact of entrepreneurial experience on opportunity identification and exploitation: habitual and novice entrepreneurs

Abstract: Evidence suggests habitual entrepreneurs (i.e. those with prior business ownership experience) are a widespread phenomenon. Appreciation of the existence of multiple entrepreneurial acts gives rise to the need to examine differences between habitual and novice entrepreneurs (i.e. those with no prior business experience as a founder, inheritor or purchaser of a business). This paper synthesizes human capital and cognitive perspectives to highlight behavioral differences between habitual and novice entrepreneurs. Issues relating to opportunity identification and information search, opportunity exploitation and learning are discussed. Avenues for future research are highlighted.

Human Capital Based Determinants of Opportunity Identification

Abstract: This study tests the role of human capital in the identification and pursuit of opportunities in terms of general human capital (education, age and gender) and specific human capital (i.e., managerial capabilities, opportunity identification capabilities, technical capabilities, business ownership experience and attitudes). Using a large representative sample of founders of 662 private independent firms we find that for information search intensity and the number of opportunities pursued, human capital specific to entrepreneurship was found to be more important than general human capital. General human capital is as important as specific human capital with regard to opportunity identification. Importantly, while all capabilities (i.e. managerial, entrepreneurial and technical) significantly influenced search intensity, only the entrepreneurial capability was found to be related to opportunity identification and pursuit.