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Article
Publication date: 28 July 2017

Jeff Stambaugh and Ronald Mitchell

The purpose of this paper is to explain how the process that occurs before an entrepreneurial failure event provides a coached learning setting that creates entrepreneurial…

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Abstract

Purpose

The purpose of this paper is to explain how the process that occurs before an entrepreneurial failure event provides a coached learning setting that creates entrepreneurial expertise.

Design/methodology/approach

This is a conceptual paper drawing on the literatures of expert information processing theory and deliberate-practice expertise development to suggest a model and propositions that flow from the analysis.

Findings

Adding to the expert performance literature – specifically the introduction of the notion of emergent practice – this paper proposes that the intensity of the fight to avoid entrepreneurial failure, the duration of the fight, the content required in that fight, and the clarity and rapidity of feedback received, are associated with the creation of entrepreneurial expertise.

Research limitations/implications

This paper complements research on learning from failure by exploring how significant learning before entrepreneurial failure either occurs or is avoided, can lead to the creation of entrepreneurial expertise.

Practical implications

This research provides guidance for entrepreneurs engaged in the fight to avoid entrepreneurial failure, and suggests ways for prospective supporters to better assess entrepreneurs with failed ventures in their history.

Originality/value

The paper applies the deliberate-practice concept, common in sports, games, and the arts, to an “emergent practice” setting; that is, within a real-life (marketplace) setting within which the “fight” to avoid entrepreneurial failure functions as the “coach”; and it describes how the learning necessary for the creation of entrepreneurial expertise likely takes place.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 24 no. 5
Type: Research Article
ISSN: 1355-2554

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Book part
Publication date: 1 July 2012

J. Robert Mitchell, Ronald K. Mitchell, Benjamin T. Mitchell and Sharon Alvarez

In this study we focus on how conditions of uncertainty shape the entrepreneurial action that underlies opportunity creation. We utilize the basic structure of economic exchange…

Abstract

In this study we focus on how conditions of uncertainty shape the entrepreneurial action that underlies opportunity creation. We utilize the basic structure of economic exchange in the context of opportunity creation theory to further investigate the conditions under which an entrepreneur might be expected to act to bring an opportunity into existence. Specifically, we suggest that uncertainty, that is manifest as relational uncertainty and resource uncertainty, shapes the entrepreneurial actions that underlie the creation of opportunities. In a laboratory experiment we test this hypothesis by observing 56 three-person groups engaged in an opportunity creation-focused exchange task. The results of the experiment support the hypothesis that variability in the conditions of uncertainty (relational uncertainty and resource uncertainty) affects the entrepreneurial action that results in opportunity creation. These results lead us then to propose that there exists a theoretically specifiable set of key entrepreneurial actions (one that is others-focused and another that is works-focused). From this analysis we suggest potential directions for future research in the areas of entrepreneurial action and opportunity creation.

Details

Entrepreneurial Action
Type: Book
ISBN: 978-1-78052-901-1

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Article
Publication date: 23 March 2020

Jeff Stambaugh, G. T. Lumpkin, Ronald K. Mitchell, Keith Brigham and Claudia Cogliser

The purpose of this paper is to develop and empirically test a conceptualization of competitive aggressiveness (CA), a dimension of entrepreneurial orientation.

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Abstract

Purpose

The purpose of this paper is to develop and empirically test a conceptualization of competitive aggressiveness (CA), a dimension of entrepreneurial orientation.

Design/methodology/approach

Structural equation modeling and hierarchical regression are employed on responses from 182 banks in the southwestern US Performance data on the banks are drawn from the US Federal Deposit Insurance Corporation's (FDIC's) Call reports.

Findings

The results indicate awareness, motivation and capability are antecedents of CA, which itself is positively related to increased market share and, in more dense markets, profitability.

Practical implications

Aggressive firms exhibit certain routines that can lead to competitive actions, which assists performance in some contexts. Managers who wish to increase (or decrease) their firms' overall competitive posture can encourage (or discourage) employees from performing competitive routines such as monitoring their rivals or talking about their rivals' strategies.

Originality/value

By developing CA' conceptualization, the study advances the understanding of the antecedents of competitive behavior and makes it easier to study competition in smaller firms.

Details

Journal of Strategy and Management, vol. 13 no. 2
Type: Research Article
ISSN: 1755-425X

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Book part
Publication date: 23 September 2005

Ronald K. Mitchell

Most of us believe that entrepreneurs are special. We do this because both scholars and practitioners tell us so.

Abstract

Most of us believe that entrepreneurs are special. We do this because both scholars and practitioners tell us so.

Details

International Entrepreneurship
Type: Book
ISBN: 978-0-76231-227-6

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Book part
Publication date: 23 May 2017

Ronald K. Mitchell, Jae Hwan Lee and Bradley R. Agle

In this chapter, we update stakeholder salience research using the new lens of stakeholder work: the purposive processes of organization aimed at being aware of, identifying…

Abstract

In this chapter, we update stakeholder salience research using the new lens of stakeholder work: the purposive processes of organization aimed at being aware of, identifying, understanding, prioritizing, and engaging stakeholders. Specifically, we focus on stakeholder prioritization work — primarily as represented by the stakeholder salience model — and discuss contributions, shortcomings, and possibilities for this literature. We suggest that future research focus on stakeholder inclusivity, the complexity of prioritization work within intra-corporate markets, the integration of stakeholder prioritization with other forms of stakeholder work, and the development of managerial tools for multiobjective decision making within the strategic management context.

Details

Stakeholder Management
Type: Book
ISBN: 978-1-78714-407-1

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Article
Publication date: 1 August 1997

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/13552529610127696. When citing the…

1208

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/13552529610127696. When citing the article, please cite: Ronald K. Mitchell, (1996), “Oral history and expert scripts: demystifying the entrepreneurial experience”, Journal of Management History, Vol. 2 Iss: 3, pp. 50 - 6.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 3 no. 2
Type: Research Article
ISSN: 1355-2554

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Book part
Publication date: 12 September 2003

Ronald K Mitchell

Global entrepreneurship may be defined to be the creation of new, value-adding transactions or transaction streams anywhere on the globe. The objective of this chapter is to…

Abstract

Global entrepreneurship may be defined to be the creation of new, value-adding transactions or transaction streams anywhere on the globe. The objective of this chapter is to present and examine a theory of global entrepreneurship. At the World Economic Forum held in Davos, Switzerland, in January 1999, UN Secretary General Kofi Annan called for global entrepreneurship to meet the needs of the disadvantaged and the requirements of future generations. This chapter first presents a transaction cognition theory of global entrepreneurship that is intended as a path for research that responds to this call. Second, this chapter examines the theory from three critical viewpoints: (1) capability for explanation; (2) theoretical and operational utility; and (3) verifiability through the logic of scientific inference, and presents likely propositions that are surfaced by the analysis. Finally in this chapter, some of the likely implications of this theory within the context of globalization are discussed.

Details

Cognitive Approaches to Entrepreneurship Research
Type: Book
ISBN: 978-1-84950-236-8

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Article
Publication date: 1 September 1998

Ronald K. Mitchell and Stephen J. O’Neil

Decision‐making institutions evident in today’s small businesses display remarkable similarities to medieval feudalism. This paper presents: (1) the institutions of feudalism as…

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Abstract

Decision‐making institutions evident in today’s small businesses display remarkable similarities to medieval feudalism. This paper presents: (1) the institutions of feudalism as applied to small business, (2) a theoretical framework as a foundation for explaining obvious parallels, and (3) propositions that furnish a basis for further research.

Details

Journal of Small Business and Enterprise Development, vol. 5 no. 3
Type: Research Article
ISSN: 1462-6004

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Article
Publication date: 1 January 1998

Mark Andrew Mitchell, Ronald D. Taylor and Faruk Tanyel

An empirical examination of the product elimination decision‐making processes in American and British manufacturing firms was presented. Specifically, two areas of the product…

188

Abstract

An empirical examination of the product elimination decision‐making processes in American and British manufacturing firms was presented. Specifically, two areas of the product elimination decision‐making process are presented: (1) the precipitating circumstances which “triggered” the product elimination decision‐making process to begin; and (2) the variables used to make the elimination/retention are reviewed. It was concluded that the decision making processes were similiar in the two countries.

Details

International Journal of Commerce and Management, vol. 8 no. 1
Type: Research Article
ISSN: 1056-9219

Available. Content available
Article
Publication date: 31 October 2008

Ronald B. Mitchell

623

Abstract

Details

International Marketing Review, vol. 25 no. 6
Type: Research Article
ISSN: 0265-1335

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