OWNER PERCEPTIONS AND SCANNING OF ENTREPRENEURIAL ENVIRONMENTS IN THE U.S. AND INDIA

OWNER PERCEPTIONS AND SCANNING OF ENTREPRENEURIAL ENVIRONMENTS IN THE U.S. AND INDIA

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by Wayne H. Stewart , Ruth C. May , Arvind Kalia

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Datum	Value	Source
TITLE	OWNER PERCEPTIONS AND SCANNING OF ENTREPRENEURIAL ENVIRONMENTS IN THE U.S. AND INDIA	SVM HeaderParse 0.2
AUTHOR NAME	Wayne H. Stewart	SVM HeaderParse 0.2
AUTHOR AFFIL	Clemson University; Department of Management	SVM HeaderParse 0.2
AUTHOR ADDR	101 Sirrine Hall; Clemson, SC 29634	SVM HeaderParse 0.2
AUTHOR NAME	Ruth C. May	SVM HeaderParse 0.2
AUTHOR AFFIL	University of Dallas; Graduate School of Management	SVM HeaderParse 0.2
AUTHOR ADDR	1845 E. Northgate Dr.; Irving, TX 75062-4736	SVM HeaderParse 0.2
AUTHOR NAME	Arvind Kalia	SVM HeaderParse 0.2
AUTHOR AFFIL	University of Rajasthan	SVM HeaderParse 0.2
AUTHOR ADDR	Rajasthan, India	SVM HeaderParse 0.2
ABSTRACT	We extend the Western strategic management literature on environmental scanning to the entrepreneurial context by surveying business owners in two countries. Specifically, using the framework of Daft, Sormunen and Parks (1988), we test how perceived environmental uncertainty in seven environmental sectors and information accessibility influence scanning frequency of venture owners in the U.S. and India, two dissimilar entrepreneurial settings. Overall, entrepreneurs in India scan more frequently than do U.S. entrepreneurs, and the perceived rate of environmental change and accessibility of information are associated with their scanning. In the U.S., only perceived information accessibility prompts scanning. These results, which depart from inferences drawn from samples of managers in the Western literature, offer potential for extending scanning theory by cross-culturally broadening the theoretical nexus between organization theory, strategy and entrepreneurship in more fully understanding scanning behavior. Key Words: entrepreneurship, scanning, strategy 2 The literatures of organization theory and strategic management are replete with discussion of the influences of environmental complexity and volatility on organization decision-making, structure and	SVM HeaderParse 0.2
CITATIONS	116 found	ParsCit 1.0