世界経済・社会統計 = World development indicators

1. Introduction and Overview. 2. Detecting Influential Observations and Outliers. 3. Detecting and Assessing Collinearity. 4. Applications and Remedies. 5. Research Issues and Directions for Extensions. Bibliography. Author Index. Subject Index.

Regression Diagnostics: Identifying Influential Data and Sources of Collinearity

(1991). Applied Linear Regression Models. Journal of Quality Technology: Vol. 23, No. 1, pp. 76-77.

Applied Linear Regression Models

第１章 ＧＥＭ調査の概要（分析の枠組み；調査方法；起業活動の定義；起業活動率；起業活動と経済成長；起業の計画と失敗） 第２章 起業家と事業特性（起業家の背景；起業家の能力；事業特性；起業家教育） 第３章 起業の環境（社会的資源；起業家に対する評価；経済危機の影響；起業活動の投資環境） 第４章 専門家調査（資金調達；政府の方針；支援プログラム；教育システム；技術移転；コマーシャル・サービス；起業文化；事業機会；経営能力；起業家に対する評価；女性への支援；急成長への注目；イノベーションへの関心；調査結果） 第５章 政策への提

起業と経済成長 : global entrepreneurship monitor調査報告

This paper analyzes trust and power as means of co-ordinating trans-organizational relationships. It is argued that, depending on the institutional environment, there are two distinct patterns of controlling relationships, where trust and power are interrelated in quite different ways. First, both mechanisms are generated at the inter-personal level and either trust or power dominates the relationship. Second, power occurs at the level of the structural framework of relationships and is highly conducive to developing trust between individual organizations. Thus, specific forms of trust and power are identified and the institutional environment is viewed as playing a crucial role in shaping the quality of trans-organizational relations. The theoretical background of the paper mainly draws on conceptual ideas of Systems Theory, Structuration Theory and New Institutionalism

Trust, Power and Control in Trans-Organizational Relations. Working Paper WP 129 (6/99)

https://archive-ouverte.unige.ch/unige:88365/ATTACHMENT01

Entrepreneurial orientation and SME performance across societal cultures: An international study

Entrepreneurs are expected to profit from network relationships Research addressing the link between entrepreneurs' network characteristics and their performance, however, has so far produced inconclusive results In an attempt to explain these inconsistencies, we investigate the resource returns connected to network size and relationship quality Based on a sample of 379 nascent entrepreneurs, we find that increasing network size and relationship quality results in diminishing marginal returns in terms of access to financial capital, knowledge and information, and additional business contacts Additionally, we observe that the returns vary strongly by resource type

How exactly do network relationships pay off? the effects of network size and relationship quality on access to start-up resources

We hypothesize that entrepreneurs' networking ability—an individual-level skill widely studied in career research—positively influences new ventures' financial performance. Additionally, we propose that this impact is mediated by new ventures' network characteristics and moderated by venture age. When testing our hypotheses based on a sample of 146 German entrepreneurs, we find them largely confirmed. Our results show a significant relationship between entrepreneurs' networking ability and their new ventures' financial performance, which is mediated by new ventures' network size and the strength of network relationships. Additionally, the relationships observed are salient for younger but not for more mature firms. Copyright © 2012 Strategic Management Society.

Networking Ability and the Financial Performance of New Ventures: A Mediation Analysis among Younger and More Mature Firms

What drives the allocation of specific investments between buyer and supplier

It is widely recognized that networks provide access to resources necessary for founding a new venture. However, they also come along with opportunity costs of time. We therefore argue that maintaining a set of network relationships is an investment that may not always pay off More specifically, we develop detailed hypotheses on why the relationship between investing time in developing and maintaining a larger network and more intense network relationships and success in new venture creation may be best described by an inverted U. Testing our hypotheses on longitudinal data of 137 nascent entrepreneurs, we find broad support for our propositions. Introduction Over the past decade, entrepreneurship research has made a considerable effort to understand the factors influencing success in new venture creation and development. Representing one factor that figures prominently in this stream of research is the social network of entrepreneurs, which is defined as the set of individuals and organizations to which the entrepreneur is linked (Hoang and Antoncic 2003; Lechner, Dowling, and Welpe 2006; Street and Cameron 2007). The rationale given for the relevance of social networks in founding and developing a new venture is a rather simple one: entrepreneurs are seen as gaining valuable and necessary resources, such as financial capital, emotional support, and knowledge, through their networks (Batjargal 2003; Liao and Welsch 2005). Consequently, it has been argued for some time that extensive networks and intense network relationships should enhance entrepreneurs' performance (Aldrich, Rosen, and Woodward 1987; Davidsson and Honig 2003; Hansen 1995; Renzulli, Aldrich, and Moody 2000), and several empirical studies provide considerable evidence in support of this argument (Hansen 1995; Lee and Tsang 2001; Powell, Koput, and Smith-Doerr 1996; Raz and Gloor 2007). However, there are other results showing that holding a larger network with more intense relationships has no positive effect on entrepreneurs' performance (Aldrich and Reese 1993; Johannisson 1996). Finally, most recent research indicates that the relationship between these network variables and entrepreneurial success might be nonlinear. One study directly focused on nascent entrepreneurs' resource access via network contacts, for example, indicates that the resource returns in terms of access to financial, informational, emotional, and contact support that result from enlarging a network and intensifying network relationships are diminishing (Semrau and Werner 2009). Additionally, Watson (2007) showed, based on longitudinal data, that the frequency with which small and medium-sized enterprise owners seek advice from different network sources has a positive effect on performance only to some extent and may afterward even hinder survival and growth. He explained his results by arguing that very high levels of network involvement may even be counterproductive because of the time and costs involved. Based on these diverse findings, we consider it fruitful to shed more light on the relationship between network costs and benefits and argue that dedicating time to maintain a larger network and to intensify the quality of relationship within the network is an investment that does not always pay off. Based on this general reasoning, the paper at hand tries to expand on the insights generated by Watson (2007). To do so, we do not focus on "seeking advice" as a specific aspect of networking behavior but rather try to more completely capture the network investments of entrepreneurs by addressing two explanatory variables that together largely determine the opportunity costs that come with developing and maintaining network relationships. In theoretically deriving and empirically analyzing the effects of these two variables, we additionally shed light on the reasons for an inverted U-shaped relationship between network investments and success. …

Thorsten Semrau

Papers

Entrepreneurial orientation and SME performance across societal cultures: An international study

How exactly do network relationships pay off? the effects of network size and relationship quality on access to start-up resources

Networking Ability and the Financial Performance of New Ventures: A Mediation Analysis among Younger and More Mature Firms

What drives the allocation of specific investments between buyer and supplier

The Two Sides of the Story: Network Investments and New Venture Creation