Habitual entrepreneurs: Possible cases of entrepreneurship addiction?

2014 ◽  
Vol 29 (5) ◽  
pp. 651-667 ◽  
Author(s):  
April J. Spivack ◽  
Alexander McKelvie ◽  
J. Michael Haynie
Keyword(s):  
Habitual Entrepreneurs

Habitual Entrepreneurs

2015 ◽  
pp. 1-5
Author(s):  
Deniz Ucbasaran ◽  
Paul Westhead ◽  
Mike Wright
Keyword(s):  
Habitual Entrepreneurs

Habitual Entrepreneurs

2006 ◽  
Author(s):  
Deniz Ucbasaran ◽  
Paul Westhead ◽  
Mike Wright
Keyword(s):  
Habitual Entrepreneurs

Editors’ Introduction: Habitual Entrepreneurs and Angel Investors

1998 ◽  
Vol 22 (4) ◽  
pp. 5-22 ◽  
Author(s):  
Mike Wright ◽  
Paul Westhead ◽  
Jeff Sohl
Keyword(s):  
Habitual Entrepreneurs ◽  
Angel Investors

A longitudinal study of habitual entrepreneurs: starters and acquirers

2003 ◽  
Vol 15 (3) ◽  
pp. 207-228 ◽  
Author(s):  
Deniz Ucbasaran ◽  
Mike Wright ◽  
Paul Westhead
Keyword(s):  
Longitudinal Study ◽  
Habitual Entrepreneurs

Entrepreneurial Processes of Business Cluster Formation and Growth by ‘Habitual’ Entrepreneurs

1998 ◽  
Vol 22 (4) ◽  
pp. 43-61 ◽  
Author(s):  
Peter Rosa
Keyword(s):  
Case Studies ◽  
Life Histories ◽  
Management Practices ◽  
Cluster Formation ◽  
High Growth ◽  
New Venture ◽  
Corporate Management ◽  
Business Ownership ◽  
Over Time ◽  
Habitual Entrepreneurs

Previous studies on habitual entrepreneurs have not researched in any depth the processes and strategies associated with the growth of business clusters by habitual entrepreneurs. To gain insights into these issues, case studies were conducted with habitual entrepreneurs who owned high-growth businesses in Scotland. The research involved the analysis of life histories and business genealogies. A diversity was found in the backgrounds of the entrepreneurs studied, in the types of ventures founded, and in strategies adopted to build up their cluster of companies. Entrepreneurial motives, strategies, and practices by habitual entrepreneurs in building their business ownership clusters not only can differ markedly from one entrepreneur or type of entrepreneur to another, but also by individual entrepreneurs over time. Despite this diversity, little evidence emerged that the growth of business ownership clusters was motivated by orthodox corporate management principles, though corporate management practices were employed in some cases to subsequently assimilate the new venture into a cluster. On balance, entrepreneurial opportunism was more prevalent than planned “survivalist” diversification. Further, the concept of “entrepreneurial” performance is introduced to distinguish performance through creating a cluster of ventures rather than through growing a single one.

Sign in / Sign up

Export Citation Format

Share Document