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We examine the role of two cognitive styles (intuitive and analytical) in students’ entrepreneurial intentions within two distinct cultural contexts (Kuwait and the United States). Specifically, we...

PurposeThis study examines how transformational leadership on the part of senior attorneys in law firms may affect their subordinate attorneys' performance in an industry experiencing both distinctive leadership challenges and widespread economic upheaval. Specifically, our multilevel theoretical model attempts to capture the moderated mediation relationships between transformational leadership, innovative climate, entrepreneurial orientation, and individual performance.Design/methodology/approachThe study employs of a multilevel path analysis to examine the earlier described conceptual model utilizing primary data collected from 484 attorneys at 31 professional service firms.FindingsThe authors used multilevel path analysis to examine the existence and the extent of a multilevel mediation effect. They found that a firm's entrepreneurial orientation mediates the relationship between supervising attorneys' transformational leadership and individual attorneys' performances. The authors also found that the indirect effect of supervising attorneys' transformational leadership on individual attorneys' performances through entrepreneurial orientation is conditional on the degree of firm innovative climate.Originality/valueThe authors draw on theories of social learning to construct a dual-level theoretical model that connects domains within the leadership and entrepreneurship literatures. It does so by examining the relationships between the law firms' supervising attorneys' change-oriented leadership and their subordinate attorneys' billable hours during a period of severe economic disruption.

PurposeSocial entrepreneurship courses are among the fastest growing category of course offerings to entrepreneurship students (Brock and Kim, 2011) because both high growth potential- and steady growth-social ventures can create value and help solve social issues effectively and efficiently. As knowledge disseminators, entrepreneurship educators are in prime position to develop the knowledge, skills and abilities of students, which, in turn, increases their intentions to start a social venture and their ability to manage and grow their venture. Students gain an understanding about the role of entrepreneurship in addressing social opportunities, as well as knowledge related to starting, managing and growing social entrepreneurship ventures. This paper is divided into three parts. First, the authors broadly discuss the concept of social entrepreneurship. Second, the authors present an overview of the field of social entrepreneurship education (SEE) and its evolution. Finally, the authors supplement this review with an analytical examination of SEE, in which the authors present results of a cross-country analysis survey of over 200 entrepreneurship education programs in the USA and Canada. This paper aims to present information about: student enrollment in social entrepreneurship courses in comparison to other entrepreneurship courses; the frequency of offering social entrepreneurship courses and programs compared to other entrepreneurship courses and programs; and future trends in SEE. The results revealed a strong demand for social entrepreneurship from students, room for improvement in terms of the supply of course offerings, and a strong belief in the continued growth of social entrepreneurship. The authors conclude with suggestions about the future of SEE.Design/methodology/approachAnalysis of secondary data derived from the oldest and most-frequently cited sources regarding entrepreneurship education in the USA and a novel data set examining entrepreneurship education in Canada. Both data sets were collected using an online self-report survey.FindingsDemand for SEE continues to rise in both the USA and Canada. However, course and program offerings have not kept pace. Prominent trends in social entrepreneurship such as cross-campus programs and addressing the evolving demographics of students in higher education institutions need more attention.Originality/valueA cross-cultural study of SEE that provides a high-level view of the state of the field today. In addition, the paper outlines the potential of the field of knowledge management for the future of SEE.

Increases in the cost of benefit offerings have led organizations to cut back benefits in an effort to reduce overall labor costs. Since benefits are difficult to change within an employment contract, we investigated how entrepreneurs reconcile the need to stay fiscally competitive while retaining top talent. Using Entrepreneur Magazine’s list of “Hot 500” fast-growth firms, we surveyed the founders of these firms on their emotional self-management and combined these self-reported responses with objective firm-level data on employment and benefit offerings, gathered using Entrepreneur Magazine’s in-house experts, Princeton Review. Based on a review of the literature, we hypothesized that entrepreneurs’ emotional self-management moderates the relationship between the size of the firm and the total number of benefits offered to employees. Our results with 134 respondents supported this hypothesis. In addition, results showed that the total number of benefits offered to employees was positively related to employment growth as a short-term outcome.

While many studies on the relationship between entrepreneurial orientation (EO) and firm performance suggested a considerable variation in size and direction of the relationship, our study tested a model that considered the drawbacks of a high EO. We identified that EO has a curvilinear relationship with firm performance and analyzed how the psychological safety of employees can mitigate the negative effects of high EO on firm performance. We tested our model on 157 enterprises comprising 1633 employees and 157 managers. After taking a longitudinal approach with objective financial outcome data, our results showed that EO has an inverted U-shaped effect in predicting firm performance and that employees’ psychological safety moderates the relationship between EO and firm performance, mitigating the negative effects. This study has theoretical implications related to the potential negative impact of excessive EO and practical implications for companies in mitigating this drawback by increasing employees’ psychological safety.

The focus of this paper is small and medium‐sized enterprises (SMEs) operating in the U.S. biotechnology industry and how they compete for financial resources during the early stages of innovation ...

This is the second of a pair of special issues in Technovation (Volume 57–58 November‐December, 2016) and the Journal of Small Business Management that explore the interface between Technology Inno...

The Journal of Small Business Management (JSBM), is pleased to present Volume 58, Issue 1, under the umbrella of Taylor & Francis – Routledge. Along with the newly created “Journal of the Internati...

This chapter offers some important conceptual and theoretical background information regarding entrepreneurship education. It provides a definition of entrepreneurship education and a historical context of the growth of entrepreneurship education. The chapter explains how entrepreneurship education differs from traditional business education. It distinguishes between two major types of entrepreneurship education courses - small business management courses and new venture courses. The chapter provides an overview of learning theories relevant to entrepreneurship. It presents a brief discussion about the impact of entrepreneurship education. The chapter provides the state of the art in United States entrepreneurship education and best practices based on the 2014 National Survey of Entrepreneurship Education. Social entrepreneurship is playing a bigger role in venture success, with many millennials giving increased attention and value to the social causes behind businesses. The chapter concludes with a view of future directions and areas of improvement in entrepreneurship education.

We examine the relationships and intervening mechanisms between founding CEOs' transformational/transactional leadership and the innovative behaviour of managers. We develop and test our hypotheses on a sample of 39 participating CEOs and 105 managers with the use of a multilevel structural equation model. The results show that both transformational and transactional leadership on the part of the CEO relate positively to managers' innovative behaviour. We also discover that firm's innovative climate mediates the relationship between transformational leadership and innovative behaviour. However, we fail to find the mediating effect of innovative climate between transactional leadership and innovative behaviour. Our findings contribute to an improved understanding of how founding CEOs' different leadership styles affect employees' innovative behaviour in start-ups and to what extent the innovative climate influences the relationship.

This study investigates the relationship between outside managerial assistance and small business performance using a conditional quantile regression approach. The model was tested using a sample of 902 ventures that received managerial or technical assistance from the U.S. Small Business Administration's Entrepreneurial Development Resource Partners. Results show that outside assistance for primary business functions, such as marketing strategy, promotional strategy, financial management and general management, is more effective for firms with lower levels of financial performance. Outside assistance for secondary business functions, such as human resources and obtaining capital, is likely to have a greater impact on firms in the middle- to upper-quantile levels. Based on the results, we propose that managerial outside assistance providers should employ different approaches for firms with lower versus higher levels of financial performance.

We examine the roles of two distinct cognitive styles and national culture in enhancing entrepreneurial intention within the theory of planned behavior framework. First, we examined which of two di...

Kiss, A. N., Fernhaber, S., & McDougall–Covin, P. P. (2018). Slack, Innovation, and Export Intensity: Implications for Small– and Medium–Sized Enterprises. Entrepreneurship Theory and Practice. Jiang, H., Cannella, A. A., & Jiao, J. (2018). Does Desperation Breed Deceiver? A Behavioral Model of New Venture Opportunism. Entrepreneurship Theory and Practice. Hechavarría, D. M., Terjesen, S. A., Stenholm, P., Brännback, M., & Lång, S. (2018). More than Words: Do Gendered Linguistic Structures Widen the Gender Gap in Entrepreneurial Activity? Entrepreneurship Theory and Practice. Verver, M., & Koning, J. (2018). Toward a Kinship Perspective on Entrepreneurship. Entrepreneurship Theory and Practice. Fang He, V., Sirén, C., Singh, S., Solomon, G., & von Krogh, G. (2018). Keep Calm and Carry On: Emotion Regulation in Entrepreneurs’ Learning from Failure. Entrepreneurship Theory and Practice. Smolka, K. M., Verheul, I., Burmeister–Lamp, K., & Heugens, P. P. M. A. R. (2018). Get it Together! Synergistic Effects of Causal and Effectual Decision–Making Logics on Venture Performance. Entrepreneurship Theory and Practice. Covin, J. G., Garrett, R. P., Gupta, J. P., Kuratko, D. F., & Shepherd, D. A. (2018). The Interdependence of Planning and Learning among Internal Corporate Ventures. Entrepreneurship Theory and Practice. Schwens, C., Zapkau, F. B., Bierwerth, M., Isidor, R., Knight, G., & Kabst, R. (2018). International Entrepreneurship: A Meta–Analysis on the Internationalization and Performance Relationship. Entrepreneurship Theory and Practice. Li, C., Isidor, R., Dau, L. A., & Kabst, R. (2018). The More the Merrier? Immigrant Share and Entrepreneurial Activities. Entrepreneurship Theory and Practice. Articles Withdrawn by Publisher SAGE Publishing regrets that these articles, due to an administrative error, were accidentally published OnlineFirst and in Volume 42 Issue 4 or in Volume 42 Issue 5 with different DOIs. The correct and citable versions of the articles remain Kiss, A. N., Fernhaber, S., & McDougall–Covin, P. P. (2018). Slack, Innovation, and Export Intensity: Implications for Small– and Medium–Sized Enterprises. Entrepreneurship Theory and Practice, 42(5), 671–697. https://doi.org/10.1177/1042258718795318 Jiang, H., Cannella, A. A., & Jiao, J. (2018). Does Desperation Breed Deceiver? A Behavioral Model of New Venture Opportunism. Entrepreneurship Theory and Practice, 42(5), 769–796. https://doi.org/10.1177/1042258718795347 Hechavarría, D. M., Terjesen, S. A., Stenholm, P., Brännback, M., & Lång, S. (2018). More than Words: Do Gendered Linguistic Structures Widen the Gender Gap in Entrepreneurial Activity? Entrepreneurship Theory and Practice, 42(5), 797–817. https://doi.org/10.1177/1042258718795350 Verver, M., & Koning, J. (2018). Toward a Kinship Perspective on Entrepreneurship. Entrepreneurship Theory and Practice, 42(4), 631–666. https://doi.org/10.1177/1042258718783431 Fang He, V., Sirén, C., Singh, S., Solomon, G., & von Krogh, G. (2018). Keep Calm and Carry On: Emotion Regulation in Entrepreneurs’ Learning from Failure. Entrepreneurship Theory and Practice, 42(4), 605–630. https://doi.org/10.1177/1042258718783428 Smolka, K. M., Verheul, I., Burmeister–Lamp, K., & Heugens, P. P. M. A. R. (2018). Get it Together! Synergistic Effects of Causal and Effectual Decision–Making Logics on Venture Performance. Entrepreneurship Theory and Practice, 42(4), 571–604. https://doi.org/10.1177/1042258718783429 Covin, J. G., Garrett, R. P., Gupta, J. P., Kuratko, D. F., & Shepherd, D. A. (2018). The Interdependence of Planning and Learning among Internal Corporate Ventures. Entrepreneurship Theory and Practice, 42(4), 537–570. https://doi.org/10.1177/1042258718783430 Schwens, C., Zapkau, F. B., Bierwerth, M., Isidor, R., Knight, G., & Kabst, R. (2018). International Entrepreneurship: A Meta–Analysis on the Internationalization and Performance Relationship. Entrepreneurship Theory and Practice, 42(5), 734–768. https://doi.org/10.1177/1042258718795346 Li, C., Isidor, R., Dau, L. A., & Kabst, R. (2018). The More the Merrier? Immigrant Share and Entrepreneurial Activities. Entrepreneurship Theory and Practice, 42(5), 698–733. https://doi.org/10.1177/1042258718795344

PurposeThe purpose of this paper is to explore the relationship between general education, specific forms of entrepreneurial education and a range of entrepreneurial activities.Design/methodology/approachThe relationships were investigated through an analysis of peer‐reviewed research published in a wide range of journals and proceedings between 1995 and 2006.FindingsFindings suggest strong evidence supporting the relationship between levels of general education and several entrepreneurial success measures. The findings are less clear in regards to the link between general education and the choice to become an entrepreneur. The findings linking specific programs of entrepreneurship education to entrepreneurship, although ambiguous, suggest a positive link between such education and both the choice to become an entrepreneur and subsequent entrepreneurial success.Research limitations/implicationsThe review of research suggests four implications for existing research: a need for increased research outside the USA; an understanding that inconsistencies in findings may be to a great extent temporal artifacts; a need for increased research focused on innovation; and an acknowledgement that “venture exit” as an outcome measure has received limited attention.Practical implicationsGiven the significant investments by both private organizations and governments aimed at increasing rates of entrepreneurship and entrepreneurial success through education, it is important to understand that while the evidence supporting the links between education and entrepreneurial outcomes is promising it is not yet definitive.Originality/valueIn addition to providing a review of existing research this paper suggests an integrative framework for future research.

Purpose – This paper seeks to provide an analytical overview of the current state of entrepreneurship education in the USA for the years 2004‐2005.Design/methodology/approach – The author performed an extensive review of the literature in entrepreneurship education and enhanced the review by conducting a national survey of two and four‐year colleges and universities. This survey was the sixth since 1979 conducted by the author to examine trends and the “current state of entrepreneurship education.”Findings – The 2004‐2005 survey indicates that the trends, especially in the use of technology initially examined in prior national studies of entrepreneurship, have continued in a similar direction and in some areas, for example, the use of technology has increased dramatically. Also, new findings confirm that the traditional teaching method of requiring students to create a business plan is still used and is popular. Finally, the data show that entrepreneurship educators are increasingly using guest speakers a...

The focus of this research is to examine similarities and differences between the fields of leadership and entrepreneurship and create a working definition of the “entrepreneurial leader.” As knowledge and information become the new sources of power in today9s dynamic markets, organizations must cultivate a new form of entrepreneurial leader that can maximize their companies9 capabilities. The entrepreneurial leader lends his or her vision, leadership style, and strategy to the very essence or core of the business. This individual is a major independent variable influencing the outcome and success of the business.

Every year thousands of courses, seminars, and training sessions in entrepreneurship and small business are offered. However, it is not obvious that the education and training needs of entrepreneurs and business owners are being met. The study examines the competencies that owner/managers and entrepreneurs of growing businesses identify as deficient. It then analyzes the self-identified training needs of people owning growth-oriented businesses, and compares and contrasts them to those of individuals owning stagnant or declining firms. If those needs differ, the results can help instructors and trainers make the content of their offerings more relevant to their target audience, whether it is entrepreneurs with growth intentions or small-business managers with their life-style intentions.

We present a qualitative review of the state of the field of entrepreneurship education in North America, in which we examine such topics such as the growth of field, its attempts to differentiate ...

The conceptual literature on family businesses suggests that family businesses have difficulty managing their human resources, especially when it concerns a family member or the transition from the founder to the successor. The authors empirically examined the assumptions raised in the conceptual literature regarding whether family businesses were experiencing human resource problems in growing their business and what factors enabled or constrained the ability of their businesses to grow. The authors used in-depth interviewing to collect data in order to emphasize the depth of the issue. Using content analysis with subject matter experts coding the data, the authors sought to mine the richness of data. Finally, the authors analyzed the data using Elliot Jaques' Stratified Systems Theory as a model to examine the strategic human resource issues and to draw some tentative conclusions.

Fifty eight per cent of reporting companies have a shortage of skilled workers and 64 per cent of manufacturers believe entry‐level workers lack the necessary skills to positively impact their company. The most recent reports estimate that employers spend around one per cent of payroll on training. Lack of investment in training is an often‐cited reason why companies in the USA. are losing market share to foreign competitors. This study provides data regarding the extent to which training is conducted, formally and informally, in a sample of small businesses. According to the results of the study and a review of current literature, employees need training in a variety of areas and are not receiving adequate training in today’s small business environment. The study specifically includes information with respect to: (1) the types of training that small business owners believe they need to be more successful; (2) the various training methods currently used in training both employees and managers; and (3) the primary training resources used by the small businesses. The study was intended not only to determine what is happening in training and development in small businesses, but also to make owner‐managers more aware of the importance of training to their long‐term success. If owner‐managers of small businesses worldwide both read and apply the results of the study to their own individual small businesses, they could be expected to increase the level of their training programmes and change their overall attitude towards the importance of training.

Four national surveys on course offerings and pedagogies in entrepreneurship and small business management were conducted by the U.S. Small Business Administration (SBA) in 1979, 1982, 1986, and 1992. The data are summarized, providing historical information in terms of the number of responses received and the major teaching pedagogies used by both 4-year colleges and universities and 2-year community and junior colleges. Tables are provided that reflect a definite growth pattern in small business management and entrepreneurship course offerings at both 4-year and 2-year schools. Tables also are provided that indicate the extent and use of various teaching and evaluation pedagogies used by these academic institutions.

The critical importance of small business management and entrepreneurship in determining the future of the economic and social well-being of the United States is generally accepted by leading experts in government and business. While there clearly is a boom in entrepreneurial enterprise throughout the nation, the extent of the growth in the educational services supporting this effort is at best only partially known through prior studies, such as those of Vesper (1985). This paper reports the results of three surveys on the development of courses, academic programs, seminars, and workshops in small business management and entrepreneurship in the U.S. The survey results point to a dramatic change in the number of colleges and universities that are now offering small business management and entrepreneurship courses and programs and in the quantity and scope of the courses offered within schools.

The offering of small business management and entrepreneurship courses at both the two- and four-year college and university levels has grown in the United States in both number and diversity of content. This expansion of educational offerings has been fuelled in part by dissatisfaction, voiced by students and accreditation bodies, with the traditional Fortune 500 focus of business education (Solomon and Fernald, 1991). The issue is not that demand is high but that the pedagogy selected should meet the new innovative and creative mindset of students. The challenge to educators will be to craft courses, programmes and major fields of study that meet the rigors of academia while keeping a reality-based focus and entrepreneurial climate in the learning environment. Entrepreneurship is an ongoing process requiring a myriad of talents, skills and knowledge that lead to unique pedagogies capable of stimulating and imparting knowledge simultaneously.

Both entrepreneurs and senior-level college business students were surveyed to determine similarities and differences in their values, under the premise that students who share similar values with those held by entrepreneurs may have promise of entrepreneurial potential. All respondents were administered the Rokeach Value Survey which, through a process of rank-ordering, is used to determine two hierarchies of value importance for individuals. The first hierarchy reflects an individual's terminal value system, or those values associated with end-states of existence. The second hierarchy reflects an individual's instrumental value system, or those values associated with modes of conduct. The resulting data provided a tabulation of medians, rank order composites and levels of significance for the terminal and instrumental values, respectively, of both samples. Rank order composites were used as general indices in comparing the position of a particular value in the total hierarchy of values and for comparing the position of a particular value across the two groups. Emphasis was placed on those values which were ranked very low or very high by the entrepreneurs. Comparisons of student value rankings relative to those values the entrepreneurs held highest and lowest were then conducted. The findings indicated that there were value differences between the total sample of entrepreneurs and students, as well as between female entrepreneurs and female student values, but there were few differences between male entrepreneur and male student values. In addition to the above comparisons, median analysis between entrepreneur and student terminal and instrumental values were conducted. An examination of the general population of entrepreneurs and students revealed that twelve of the eighteen terminal values of the entrepreneurs and students were significantly different at the (.05) level Only four of the eighteen instrumental values were significantly different (.05) level between the entrepreneurs and students. The median analysis between male entrepreneurs and male student values showed no significant differences. However, the median analysis between female entrepreneur and female student values showed that seven of the eighteen instrumental and eleven of the eighteen terminal values were significantly different at the (.05) level. Although not examined, it is likely that individual students in the sample do share the value profiles of the entrepreneurs. If so, and if generally accepted value profiles are established for entrepreneurs, such students might be counseled to consider the entrepreneurial life.

This study examines how the entrepreneurial process may be driven and shaped by a founder’s passion for inventing. We propose a dual-level, theoretical model that connects domains from the organiza...

We examine the relationship and intervening mechanisms between transformational leadership and innovative behavior in an entrepreneurial context. Based on data from 39 participating CEOs and 105 ma...

Failure represents an opportunity for individuals to engage in learning behaviors such as information gathering, deep reflection, and fundamental re-thinking of self and venture: behaviors conduciv...

The goal of this paper is to determine the effects of age and reading of popular business periodicals on an entrepreneur's view of training needs for their management staff. This paper uses a sampling of 107 entrepreneurs between the ages of 18 and 45 who completed a survey that used Likert scale questions. The results are analysed with a repeated measure ANOVA for evaluating the effect of age and a discriminant analysis for the effect of reading. The results show that age has an effect on entrepreneur's views on training needs, but does not on reading popular business periodicals. Determination of the extent of those needs is reserved for future papers.

Dr. George Solomon currently is a member of the staff of the Associate Administrator for Management Assistance and a member of the faculties of George Washington and Georgetown University in the United States. His major role is the development of new counselling and training programmes for small businesses and he is responsible for the formulation and administration of research studies designed to examine the efficiency and effectiveness of the SBA's management assistance programmes. He is also the Chairman of the Board of Directors, International Council for Small Business. Mark Carney is a Management Analyst with the US Small Business Administration and served on the team which conducted the survey this article is based upon. The SBA, the leader and innovator in small business training and education in the United States, decided in the summer of 1983, to conduct a national overview on the "State of Small Business Training and Education". The intent of this examination was to determine the usefulness and relevance of current programmes and to develop new methods and ideas for meeting the ever-growing future challenges of small business management training and education. In order to accomplish this national study, a multifaceted training overview was developed by the staff of the Office of Management Assistance.

Since the inception of the Small Business Institute (SBI) Program in 1972, the U.S. Small Business Administration (SBA) has conducted numerous client reaction and/or perceived value analysis evaluations. However, both the SBA and the Office of Management and Budget (OMB) were more interested in evaluating the objective utility and economic impact of the SBI Program. This article shares with the readers the results of the first national pilot survey of the Economic Impact of the SBI Program on client small businesses. This initial study not only examined the economic impact of the SBI Program but also introduced and tested new methodologies which might be useful in developing a generally accepted technique to collect and analyze the level of economic impact on client businesses assisted by the SBI program. The results of the study indicate that those small businesses receiving counseling assitance from the SBI Program showed more positive increases in their employment and financial profiles than comparable small businesses. Finally, the scope and depth of the SBI consultant teams recommendations directly affected the level and intensity of the positive changes.

Trainers, educators, and small business people have for some time, argued the issue of “the need for and the usefulness of” small business training. On the one hand, some individuals believe that small business training is both unwanted and in some cases, impossible to deliver. Those on the other side of the issue would point to the constant need for knowledge, the obsolescence of learned skills, and the highly competitive nature of the market place in which small businesses exist. In this paper an attempt is made to examine the issues surrounding small business training, a brief overview discussing the rationale and operation of a new innovative national training program jointly created by the U.S. Small Business Administration (SBA) and the American Association of Community and Junior Colleges (AACJC) — “The Small Business National Training Network,” (SNTN) and the results from an empirically based research analyzing the attendees’ perception concerning the effectiveness of the program.

Dr.George T. Solomon is currently an adjunct professor of mangament, George Washington University, Washington D.C., USA and serves as director of business education and resources mangment for the US small business administration. Dr.Lloyd W. fernald is an assistant profesor of mangment, university of Central Florida, orlando, USA. A smample off male and female enterpreneurs were surveyed in an attempt to identify a suseful and rigorous method for describingt the charactristics of enterpreneur. All respondents were administered demographic data form and the Rokeach Value survey. The latter is an instrumental used to determine two hierarchies of value importance for each respondent, a terminal value system and an instrumental value system. the result were analysed to determine the value profits of the enterpreneurs studied.