Journal of Small Business Strategy 

About: Journal of Small Business Strategy is an academic journal published by Middle Tennessee State University. The journal publishes majorly in the area(s): Small business & Entrepreneurship. It has an ISSN identifier of 1081-8510. It is also open access. Over the lifetime, 449 publications have been published receiving 5264 citations. The journal is also known as: JSBS.

Angel Investment Criteria

Abstract: Start-up businesses often need external financing to grow. These new ventures frequently turn to business angel investors for capital. Angels, who are often wealthy individuals, provide early stage financing, called seed capital, for these start-up ventures. This study examines what a group of angel investors in Southern California consider when reviewing an investment opportunity, and how they prioritize their investment criteria. The study utilizes a two-phase approach consisting of a qualitative first phase and a quantitative second phase. The results of this study show that trustworthiness of the entrepreneur, quality of the management team, enthusiasm of the lead entrepreneur, and exit opportunities for the angel are the angels' top criteria.

Coopetition as a Small Business Strategy: Implications for Performance

Abstract: This paper explores coopetition, a strategy that combines cooperation and competition in addressing relationships between firms. We examine the underlying nature of coopetition, and evaluate the extent to which it represents a relevant strategy for small firms. Inherent problems are identified when attempting to collaborate with competitors. We propose an approach to measuring the coopetitive tendencies of small firms. The measurement approach centers on three underlying dimensions: mutual benefit, trust, and commitment. Applying this approach, we assess the relationship between coopetition and firm performance. Based on a survey of 647 small firms in Turkey, a strong, positive relationship is identified. Theoretical and managerial implications are drawn from the findings.

Resources in Small Firms: An Exploratory Study

Abstract: The importance of resources to firms is well documented in theory, texts and empirical studies. Yet, research focuses on acquisition of financial resources, with less attention given to other types. Prescriptions emphasize resource a/location or fit to opportunities, often treating resources in the aggregate without considering unique distinctions in resource types or usage. This paper argues that there are five distinct types of resources applicable to small firms- human, social, organizational, physical and financial. An exploratory study of 76 firms examines the relative importance of these resource types and analyzes relationships between resources and characteristics of the owner/founder and organization. Findings show overall higher ratings for physical and organizational resources than for financial resources. Results indicate few differences in resources depending on owner/founder characteristics or industrial sector.

Is the Business Model a Useful Strategic Concept? Conceptual, Theoretical, and Empirical Insights

Abstract: Although a widely used managerial concept, the notion of a "business model" has only recently begun to receive serious attention from researchers. While disparate opinions exist regarding its nature, the business model holds promise as a focal point for the development of theory in entrepreneurship. Realizing this promise requires progress not only in how to conceptualize the business model but, also, in how to measure a firm's model and draw comparisons across model types. Utilizing a six-component framework published earlier by the authors, a methodology for measuring the business model is demonstrated with a random sample of high-growth firms. Cluster analysis indicates the existence of four generic models. Suggestions are made and implications drawn for ongoing theory development and entrepreneurial practice.

Seeing What's Not THere: The Enigma of Entrepreneurship

Abstract: The process is clear: entrepreneurs initiate business ventures. What is not clear is why they do so. The debate continues to rage about entrepreneurial behavior and this singular act of individual volition which is so vital to a nation's economic health and well being. The drives and personalities continue to be debated. Gartner (1988) asks, "Can one know the dancer from the dance?" Is it even important to try? Carland, Hoy and Carland (I 988) think it is essential because one cannot understand the dance without understanding the dancer.We think that the dance takes on the personality of the dancer. It is the dancer who interprets the dance and each artist makes the process his or her own. If we seek to understand the entrepreneurial process, we must have some insight into the entrepreneurial psyche. This is especially true if we wish to design educational and training programs for prospective and practicing entrepreneurs.In this work, we empirically examine 502 owner/managers of small businesses. We identify entrepreneurial vision, the ability to see what is not there, as their commonality. We empirically /ink that vision to the entrepreneurial psyche and use that to build insight into the entrepreneurial enigma, the process of entrepreneurship.