Rauch, A., & Frese, M. (2000). Psychological approaches to entrepreneurial success. A

for under contract number SBAHQ-07-Q-0012 Release Date: February 2009 This contract was developed under a contract with the Small Business Administration, Office of Advocacy, and contains information and analysis that was reviewed and edited by officials of the Office of Advocacy. However, the final conclusions of the report do not necessarily reflect the views of the Office of Advocacy. February 2009 No. 339

This paper attempts to establish the applicability of the Miles and Snow typology of strategic orientation to small, entrepreneurial organisations. It posits that congruence between strategic orientation and decision making comprehensiveness of the strategic planning process is a superior determinant of firm performance to planning alone. An empirical study in the Regional Airline industry was conducted to investigate this proposition. Results support the importance of the congruence construct in determining performance in small, entrepreneurial ventures. Keywords:

This study seeks to determine the influence of the underlying factors that facilitate the growth and implementation of new technologies within womenowned businesses. In our proposed model, market growth mediates the relationship between the individual antecedents (entrepreneurial intensity and opportunity costs) and technological change. Using the two-step approach for measurement analysis and structural equation modeling, results revealed that the process for entrepreneurs to implement new technological changes is influenced by their decision to expand their business. Entrepreneurial intensity and the entrepreneur's willingness to incur opportunity costs were key motivating factors that propel the entrepreneur to seek new growth strategies.

This study approaches the strategy process using both grounded theory and qualitative statistical analysis to validate and uncover the suspected differences in the strategic behaviour of managers and corporate executives. While most strategy research offers either theoretical propositions or quantitative results based on fragmented constructs, they offer little in the way of rich, accurate knowledge (Fredrickson, 1986; Huy, 1992; Van de Ven, 1992). The grounded theory methods yielded significant differences between the strategic behaviour of managers and corporate executives, particularly in the domains of roles, responsibilities, and accountability measures. Common strategy terms were found to vary in meaning across the two types of cases as well. Results were validated with discriminate illustrations, textual examples, and statistical analysis. a

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In any given year, approximately 7 percent of the working age population in the United States is actively engaged in efforts to start new businesses. 1 Usually, within a period of two years, about a third of all these entrepreneurial efforts will either result in the creation of new businesses (approximately six million new businesses), or not. 2 Given the millions of people involved in starting businesses, as well as the billions of dollars they invest in the entrepreneurial process, insights into ways that entrepreneurs could improve their chances of business success, as well as minimize their losses for opportunities that are not viable, would have important benefits. There is much anecdotal speculation that writing a business plan is a critical activity for enhancing entrepreneurial successes and minimizing failures. But does writing a business plan actually provide the benefits suggested? Professors William B. Gartner and Jainwen (Jon) Liao provide compelling evidence that engaging in business planning can significantly improve an entrepreneur’s chances of successfully starting a business. They base their findings on research from a unique survey of people in the process of starting businesses in the United States: the Panel Study of Entrepreneurial Dynamics (PSED). The PSED surveyed 64,622 working age adults to identify a sample of 830 individuals who were currently in the process of starting businesses. These individuals were surveyed each year over a three-year time frame to identify the kinds of activities these entrepreneurs undertook and whether their efforts resulted in the creation of new businesses. By finding individuals in the process of starting new businesses, the PSED avoids a common problem with many studies that analyze only businesses that were successfully started: survivor bias. The PSED has information about both 1 This chapter was prepared under contract with the U.S. Small Business Administration, Office of Advocacy,

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