Entrepreneurship and Management

摘要: ENTREPRENEURSHIP AND MANAGEMENT* A phenomenal increase in small business activity has occurred the U.S. recent years. In 1964, there were about 198,000 incorporations. That number increased to roughly 319,000 1974 and 635,000 1984.(1) This dramatic growth is due not merely expansion high-technology fields. fact, many incorporations new proprietorships partnerships are restaurant, health care, financial services * "This study was supported by an A. Darius Davis Free Enterprise Award, University of Idaho. 1 Dun Bradstreet, Inc., "Monthly New Incorporations' (various issues). Although various positive economic effects associated with entries, one negative consequence that more ventures fail than succeed. Some reasons firms examined two publications. Clute Garman2 studied federal policy on three areas: variations money supply, volume bank loans, changes interest rates. Based a regression analysis 92 quarters data, they concluded variables (money supply loans) have inverse, lagged relationship failure rate. restricted smaller firms, Peterson, Kozmetsky, Ridgway3 surveyed successful owners managers, who reported that, their opinion, major cause lack management skills. 2 D. C. G. B. Garmon, "The Effects Economic Policies Rate Business Failure,' American Journal Small (July-September 1980), pp. 6-12. Dr. Olson professor Department Business, College Economics, 3 R. N. M. Ridgway, "Perceived Causes Failures: Research Note,' 1983), 15-19. article focuses start-up phases entrepreneurial businesses order identify desirable characteristics key personnel organizational design for both phases. general, it appears although essential employ people highly developed skills (marketing, production, finance, human resources) phase, these talents much important during rapid phase. An entrepreneur defined here as risk-taking, innovative individual establishes manages purposes profit growth, likewise firm created profitability growth.4 do concentrate considered entrepreneurial. 4 These definitions resemble ones proposed J. W. Carland, F. Hoy, Boulton, "Differentiating Entrepreneurs from Owners: Conceptualization,' Academy Management Review (1984), 354-359. Key traits phase following section. The discussion then centers firm's differences between stages noted. Finally, case studies presented illustrate proposition managerial expertise particularly firms. START-UP PHASE principal goals growth. broad terms describe overall value system. Of course, specific operative also exist provide additional guidelines decision making. Likely include creation development products, services, or processes, toward such initial activities resources directed. …