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论文作者:www.51lunwen.org论文属性:硕士毕业论文 dissertation登出时间:2015-05-25编辑:felicia点击率:36372
论文字数:15073论文编号:org201505042026249732语种:英语 English地区:英国价格:免费论文
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摘要:对于一个企业的成长而言,领导人的动机和决策直接关乎企业的成败,本文就简要介绍企业发展过程中动机的重要性。
According to Storey et al (1987), there is evidence that entrepreneurs of high growth firms are often linked to a high rate of multiple entrepreneurships. Donckels et al (1987, p48) also commented that multiple business creation has been found to be an important way of reaching the owner-manager's growth objective. Very important point to note in this study is the fact that habitual entrepreneurships are more common in settings where opportunities for growth are restricted (Carter, 1998). SMEs are also a perfect illustration of ventures that survive through such settings with restricted growth opportunities (Carter, 1998).
Starr and Bygrave (1991, p.224) also found that founders initiated follow-on ventures, within the same industries as the prior business efforts, or in a closely related ones, and only that when an entrepreneur is involved in the formation of three separate firms does the degree of relatedness drop to 52%, but then increases again with the formation of the fourth and fifth business ventures. However, additional venture initiatives that are unrelated to prior entrepreneurial efforts yield higher success rate than the formation of additional ventures in related industries (Scholl Hammer 1991).
Results of a study carried out by Pasanen (2002), relating to the ownership of multiple businesses among SMEs found that once successful SMEs owned by a single venture entrepreneur, fail to be as successful as the ones owned by successful multiple entrepreneurs, whereby;
Multiple ventures owned by multiple business entrepreneurs are owned and managed by older entrepreneurs, for the simple reason that it takes many years to form a portfolio of businesses.
Are owned and managed by entrepreneurs with longer business experience
Are more frequently high growth firms
Are businesses with clearer business objectives
Operates in segments of the market with growing demand
Offer products with growing volumes
Buy products outside their local markets
Are usually export firms
Are keen at buying sub-contracting
Value less the continuity of personnel, and
Do not see that weak competition as important for the success of the firms
According to Pasanen (2002), many innovative growth firms belong to a small group of SMEs owned by multiple business entrepreneurs, who adapt to environmental changes, whereby they have strong growth aspirations (need to achieve the set goals), where they operate in growing and global markets. Those SMEs emphasize more on research and development activities, with innovativeness being their main success determinants.
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