The purpose was to identify strategies for families to utilize to increase the success of both their business and their family based on analysis of data in the 1997 National Family Business Survey ...(1997 NFBS). Both the family system and the responses to disruptions had significant effects on gross revenue and owner's perceived success. Reducing family tension, living in a two- or three-generation family, reallocating time from sleep to the business and hiring temporary help during hectic periods increased business revenue. Owners who perceived their businesses as more successful slept less and hired temporary help during hectic periods in the business more than owners who perceived their businesses as less successful. Business assets, age of the business, personnel management, owner's weekly hours in the business, family employees and hiring temporary help were positively associated with increased achievements for both the business and the family. The family had a greater effect on the business than the business had on the family.
What makes some entrepreneurs persist in their venture efforts while others quit? Self–efficacy has robustly been found to drive persistence, yet recent work suggests that affect, in particular ...entrepreneurial passion, may also enhance persistence. We empirically examine the possibility that the long–standing relationship between self–efficacy and persistence might be mediated by entrepreneurial passion. Using data from 129 entrepreneurs, we find that the self–efficacy to persistence relationship is mediated by passion for inventing and for founding but not by passion for developing firms. The passion of entrepreneurs appears to help explain the relationship between entrepreneurial self–efficacy and sustained entrepreneurial action.
This study aims to clarify the relation between technological innovation and business model innovation and their shared impact on the business success of medium and large enterprises. Drawing on the ...Resource-Based View, this paper offers a comprehensive research model that analyses the relationships between technological innovation and business model innovations and their impact on business success. Structural Equation Modelling is utilized for the analysis of a dataset collected in a Southeast European developing country among medium and large enterprises. The results show that technological innovation has a positive influence on business model innovation and that business model innovation positively impacts the success of a business. Finally, the results confirm the mediating role of business model innovation between technological innovation and company business success. This research adds to the existing literature by empirically investigating the relationship between technological innovation, business model innovation, and company success identifying an antecedent role in the relationship between technological innovation and business model innovation.
This thesis explored the topic of “innovation as a competitive advantage” and how this factor contributed to the success of BearingPoint. It seems that innovation will be a matter of concern for all ...market participants who intend to maintain effective competition over a long period in the complex and volatile business environments. Initially the “innovation as a competitive advantage” was generally introduced and then an overview of existing studies on this topic was presented. It became evident that innovation was a factor that distinguished if companies remained successful for a long time on the market or not. Finally, an example from BearingPoint was described and discussed: a purely typology of innovation carried out from them with the help of qualitative research. For this purpose, an interview with the company’s executives was conducted in semi-structured format for flexibility and more likelihood of new input. Moreover, it was more beneficial to see various viewpoints and receive the maximum amount of data, so instead of one respondent, five BearingPoint executive managers from different departments were interviewed. The main topics that were addressed were: the flow of innovation from idea to implementation, obstacles and success factors. This case study provided an in-depth analysis on how innovation can create a competitive edge. One objective was to examine thoroughly how these innovations impact company success and demonstrate that they indeed enhance their competitiveness. In the final section there is concluded that innovation is indeed one of the key success factors that help companies achieve a better competitiveness and maintain a powerful market position for a long time. This study reveals relevant findings for companies that work in highly competitive market environments.
This study investigates how entrepreneurial health and spousal health influence monetary and non-monetary entrepreneurial success. Drawing on human capital theory in combination with a family ...embeddedness perspective on entrepreneurship and applying actor–partner interdependence models to longitudinal data, we conclude that overall spousal health constitutes an important extension of entrepreneurs’ human capital influencing entrepreneurial success. This study further contributes to human capital research by offering interesting insights and novel theorizing on substitution effects for different types of entrepreneurial human capital, and adds to a biological perspective on entrepreneurship by considering the differential role of biological sex in the health–success relationship.
Though information technology (IT) transformation programs are gaining in importance, we know little about the nature of the challenges involved in such programs and how to manage them. Using ...grounded theory methodology, we conducted a multiyear case study of a large IT transformation program in a major commercial bank, during which we encountered the interrelated themes of paradoxes and ambidexterity. Grounded in our case, we construct a substantive theory of ambidexterity in IT transformation programs that identifies and explains the paradoxes that managers need to resolve in IT transformation programs. The ambidexterity areas we identified are (1) IT portfolio decisions (i.e., IT efficiency versus IT innovation), (2) IT platform design (i.e., IT standardization versus IT differentiation), (3) IT architecture change (i.e., IT integration versus IT replacement), (4) IT program planning (i.e., IT program agility versus IT project stability), (5) IT program governance (i.e., IT program control versus IT project autonomy), and (6) IT program delivery (i.e., IT program coordination versus IT project isolation). What weaves these six areas together is the combined need for IT managers to employ ambidextrous resolution strategies to ensure short-term IT contributions and continuous progress of IT projects while simultaneously working toward IT transformation program success as a foundation for IT-enabled business transformation. However, in addition to this commonality, we find that the nature of paradoxical tensions differs across the six areas and requires slightly different management strategies for paradox resolution. Ambidexterity areas (1), (2), and (3) are associated with IT transformation strategizing and, in addition to balancing short- and long-term goals, require the mutual accommodation and blending of business and IT interests in the spirit of IT-business partnering to achieve IT-enabled business change and IT-based competitiveness. Ambidexterity areas (4), (5), and (6) are associated with IT program and project execution and, in addition to balancing short- and long-term requirements, require a recurrent and dynamic act of balancing “local” needs at the IT project level and “global” needs at the IT program level.
Current evidence about successful organizations emphasizes the importance of integrated organizational factors that combine to convey a consistent message to employees that is the essence of an ...effective organizational culture (Beer, 2009; Shein & Schein, 2016). Although there is much that is positive about the achievements that some organizations are making to create a sustainable organizational culture, there is also overwhelming evidence that organizations and their leaders are struggling to earn the commitment and followership of their employees (Clifton & Harter, 2019; Edelman, 2023).
PDF
