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- W2313152798 abstract "The early years of entrepreneurial ventures are critical to their survival and success. The high failure rate of start-ups has long been cited as evidence of how difficult it is for new ventures to thrive and grow (Cooper & Bruno, 1977). Because of the adversity faced by new ventures, it is especially important for them to act strategically. But do they? Further, are the strategic behaviors that are critical to the success of young firms different from those of older firms? How does a firm's entrepreneurial behavior change, if at all, in the critical first few years after it is founded? The concept of entrepreneurial orientation (EO) provides a framework for evaluating the strategic behavior of entrepreneurial firms (Lumpkin & Dess, 1996). By assessing the entrepreneurial processes, practices, and decision making activities of a firm, EO captures the propensity of organizations to act entrepreneurially. The purpose of this paper is to explore EO within the context of young new ventures and examine how the performance benefits of EO may change depending upon a new ventures age. As firms age, the criteria and methods needed for effective performance also evolve (Quinn & Cameron, 1983). While EO generally has a positive influence upon firm performance (e.g., Rauch, Wiklund, Lumpkin, & Frese, 2004), it is unclear whether this beneficial relationship holds irrespective of firm age or if it changes overtime." @default.
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- W2313152798 date "2006-08-01" @default.
- W2313152798 modified "2023-10-16" @default.
- W2313152798 title "ENTREPRENEURIAL ORIENTATION EFFECTS ON NEW VENTURE PERFORMANCE: THE MODERATING ROLE OF VENTURE AGE." @default.
- W2313152798 doi "https://doi.org/10.5465/ambpp.2006.22898263" @default.
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