Index and Abstracts

Volume 13, Number 1
March 2008

Gender Role Orientation as a Determinant of Entrepreneurial Self-Efficacy
Stephen Mueller and Mary Conway Dato-On

Survival of New Firms Owned by Natives and Immigrants in Norway
Evgueni Vonogradov and Espen Isaksen

The Use of Debt by Black-Owned Firms: Recent Evidence from the 2003 Survey of Small Business Finances
Susan Coleman

Opportunity Recognition Differences Between Black and White Nascent Entrepreneurs: A Test of Bhave’s Model
Robert. Singh, Edwin. Knox, Micah Crump

Triple Helix Networks in a Multicultural Context: Triggers and Barriers for Fostering Growth and Sustainability
Ethel Brundin, Caroline Wigren, Chris Friedrich and Kobus Visser.

The Effect of Strategic Orientation and Gender on Survival: A Study of Potential Mass Merchandising Suppliers
Tami Knotts, Stephen Jones, Karen Brown.

Gender Role Orientation as a Determinant of Entrepreneurial Self-Efficacy

Stephen Mueller and Mary Conway Dato-On

Entrepreneurial self-efficacy (ESE) is often included in entrepreneurial intentions models to explain why some individuals are more likely than others to become entrepreneurs. An unsettled question among researchers is whether ESE differs between men and women. While early studies seem to suggest that men have higher ESE than women, more recent studies are inconclusive. Lacking empirical support for gender differences in ESE compels researchers to look for other factors to explain variation in entrepreneurial self-efficacy.

The present study confirms two recent studies by finding no significant difference in ESE between men and women in a representative sample of MBA students. This finding leads to an investigation of gender-role orientation as a possible determinant of differences in entrepreneurial self-efficacy. Results indicate that the relationship between gender-role orientation and entrepreneurial self-efficacy is complex and multifaceted. Early in the venture creation process, the searching and planning tasks demand creativity and innovation where a strong mix of masculine and feminine traits (androgyny) improves performance. Later in the venture creation process, an individual (male or female) with a strong masculine orientation seems better suited for undertaking entrepreneurial tasks associated with persuading and leading others.

Survival of New Firms Owned by Natives and Immigrants in Norway

Evgueni Vonogradov and Espen Isaksen

This paper investigates the survival rates of businesses founded by immigrants and natives in the context of Norway, which has not yet been explored. Based on the relevant literature review, the entrepreneur’s human capital and venture’s start-up characteristics were expected to explain the differences between survival rates of businesses established by immigrants and natives. Longitudinal data on 389 firms established in 2002 were analyzed. It was revealed that the survival rate was lower for businesses established by immigrants compared to those established by natives. The analysis suggests that the relatively low survival rate of businesses established by immigrants is partly explained by the perceived novelty of the products and by the fact that immigrants are more likely to locate their businesses in urban areas. Human capital differences were not found to explain immigrant/native differences in business survival rates. Based on these results, several practical implications and suggestions for future research are offered.

The Use of Debt by Black-Owned Firms: Recent Evidence from the 2003 Survey of Small Business Finances

Susan Coleman

Black-owned firms are growing in terms of both number and economic importance. They play an important role in providing jobs as well as products and services, particularly in urban communities. In spite of this, prior research indicates that black-owned firms experience greater difficulty in securing sources of external capital. This study re-visits this issue using newly released data from the 2003 Survey of Small Business Finances. Results reveal that black-owned firms were no less likely to have loans than white-owned firms controlling for firm and owner characteristics. Nevertheless, black-owned firms were still significantly more likely to be turned down for loans and more likely to refrain from applying because they assumed they would be turned down. Further, black firm owners who were approved for loans paid significantly higher rates of interest.

Opportunity Recognition Differences Between Black and White Nascent Entrepreneurs: A Test of Bhave’s Model

Robert. Singh, Edwin. Knox, Micah Crump

Examining the opportunity recognition processes of black and white entrepreneurs may help improve the lagging rate of black entrepreneurship. Based on the framework provided by Bhave’s (1994) model of new venture creation, and using data collected through the Panel Study of Entrepreneurial Dynamics, we found significant differences between the percentage of black and white nascent entrepreneurs who recognized externally-stimulated versus internally-stimulated opportunities and their projected firm revenues. As predicted, black nascent entrepreneurs were more likely to pursue externally-stimulated opportunities with significantly lower expected revenues than their white counterparts. Academic and practical implications are discussed and future research directions are offered.

Triple Helix Networks in a Multicultural Context: Triggers and Barriers for Fostering Growth and Sustainability

Ethel Brundin, Caroline Wigren, Chris Friedrich and Kobus Visser.

This article deals with Triple Helix (university, industry and government co-operation) from an institutional theory perspective. The empirical context is the Western Cape Region in South Africa and the focus is entrepreneurship development. The purpose is twofold: first, the existing Triple Helix model is adapted to the South African context; and second, facilities and impediments for working according to Triple Helix in South Africa are identified. The empirical material consists of a survey and three longitudinal case studies illustrating the degree of co-operation between the three parties. The article contributes to knowledge about how the Triple Helix model works on a regional level in a developing country. The study draws the following conclusions: when co-operation is to be identified between the three actors, only two of the three are involved; one missing link in the Triple Helix model is the focus on the entrepreneur; co-operation between the three parties are incidental rather than planned and there is lack of structure. In turn, some of these conclusions may be an effect of institutional changes on a national level. For a normative legacy, the article proposes a set of suggestions for incorporating all relevant parties on a practical level.

The Effect of Strategic Orientation and Gender on Survival: A Study of Potential Mass Merchandising Suppliers

Tami Knotts, Stephen Jones, Karen Brown.

While a market orientation is associated with superior performance (Narver and Slater, 1990; Kara, Spillan and DeShields, 2005), it may not be the only approach for small manufacturers (Noble, Sinha and Kumar, 2002). Our study examines whether two other orientations—production and marketing—influence the survival rate for small manufacturers wanting to supply the mass merchandising marketplace. We also investigate the impact of gender-related preferences on the continued existence of these firms.

The sample for this study consisted of 1690 small, independently-owned manufacturers who participated in an evaluation program in order to become a supplier for a major mass merchandiser. Results showed that surviving firm owners placed more emphasis on production than marketing activities, while non-surviving firm owners did the opposite. When gender was considered, male-owners showed similar preferences as the general sample, but the reverse was true for female entrepreneurs. We conclude that an exclusive focus on a market orientation may be counterproductive to a firm’s long-term success. For small manufacturers in the mass merchandising industry, both a production and marketing orientation are needed to survive.