Jeffrey S. Bracker

Role of entrepreneurial task motivation in the growth of technologically innovative firms: Interpretations from follow-up data.

The authors used follow-up data on the growth of 59 firms contacted over 5 years after their entrepreneurs were tested with the Miner Sentence Completion Scale-Form T to test hypotheses derived from task theory. The results lend support for the predictive criterion-related validity of overall task motivation, a desire for personal achievement, a desire to innovate, and a desire to plan and set goals, but not for a desire to avoid risks

Defining the inventor-entrepreneur in the context of established typologies

Abstract Some 25 years ago while developing his type of entrepreneur and type of firm classification system. Smith (1967) thought he had identified a subtype of entrepreneur that did not fit either his craftsman or his opportunistic models. The data at that time were too sparse to be sure, but it appeared that there were certain entrepreneurs whose major concern was to develop an organization, not as an end in itself as with the opportunistic type, but rather as a vehicle to allow the invention and production of various products. This research now provides much more convincing evidence that the inventor-entrepreneur does indeed exist, using a sample of 147 National Science Foundation grant applicants who are also entrepreneurs. This sample was deemed particularly likely to contain large numbers of inventor-entrepreneurs. The support for Smiths (1967) early speculations turns out to be rather amazing. The inventor-entrepreneurs are located exactly where Smith (1967) expected them to be in the type of entrepreneur versus type affirm matrix. As anticipated, inventor-entrepreneurs, like other entrepreneurs, are more likely to head growing companies to the extent that they themselves are of the opportunistic type and their firms are of the adaptive type; there is nothing in the inventor-entrepreneur concept alone that calls for company growth. Also as hypothesized, the presence of a large number of inventor-entrepreneurs in a sample tends to dilute the usual finding of a strong positive correlation between type of entrepreneur and type of firm measures; among inventor-entrepreneurs it is not necessarily true that opportunistic entrepreneurs tend to head adaptive firms and craftsman entrepreneurs head rigid ones. There was one unexpected finding, however. Smith (1967) originally associated the inventor-entrepreneur with a proclivity for taking out patents. Although this association is supported by this research, it is dwarfed by another factor. What is really indicative of inventor-entrepreneurship is a strong commitment to a company strategy of new product development. Although not established by this research, it would appear that increasingly those who invent are dissuaded from seeking patents by the costs involved, the time delays, and the prospect in many new industries that patents will provide very little protection. It seems likely that patents will continue to decline in popularity among inventor-entrepreneurs, and that rapid market entry with new products to become a market leader will be the preferred strategy of the future. This assumes of course that inventor-entrepreneurs have access to sufficient capital to pursue this new product development strategy effectively. Investors should recognize, however, that the real importance of the inventor-entrepreneur stems not so much from immediate profit potential and the prospects for asset growth, although these are there, as from the contributions these individuals make to an expanding economy and the well-being of society.

Psychological and behavioral consequences of job loss: a covariance structure analysis using Weiner's (1985) attribution model

B. Weiners (1985) attribution model of achievement motivation and emotion was used as a theoretical foundation to examine the mediating processes between involuntary job loss and employment status. Seventy-nine manufacturing employees were surveyed 1 month prior to permanent displacement, and finding another job was assessed 18 months later. Covariance structure analysis was used to evaluate goodness of fit and to compare the model to alternative measurement and structural representations. Discriminant validity analyses indicated that the causal dimensions underlying the model were not independent. Model predictions were supported in that internal and stable attributions for job loss negatively influenced finding another job through expectations for re-employment. These predictions held up even after controlling for influential unmeasured variables. Practical and theoretical implications are discussed.

Strategic management training and commitment to planning: critical partners in stimulating firm performance

Few studies to date have been able to establish a clear link between training activities and firm performance. This study shows a relationship between a firm’s level of commitment to planning, management development and training activities and firm performance. The relationship is demonstrated by a higher return on equity for investors. Data from 157 small financial firms in the US were collected and analysed to find out if there was a relationship between the frequency and type of strategic management training, commitment to a strategic planning process, and firm performance. Findings from this study show that there is a significant relationship, resulting in greater return on tockholders’ equity, between the frequency that senior managers attend strategic management training and a firm’s level of commitment to the planning process.

Predicting firm survival from a aknowledge of entrepreneur task motivation

Data are presented on the task or achievement motivation, as measured by the Miner Sentence Completion Scale — form T, of 118 technologically innovative entrepreneurs whose subsequent behaviour caused them to be placed in one of three groups: (a) entrepreneurs who were found to be no longer with their firms; (b) entrepreneurs who could not be located; and (c) entrepreneurs who had survived in their relationships with their firms. The results indicate rising test scores across the three groups, thus demonstrating that pre-existing motive patterns can have a causal impact on entrepreneurial outcomes.

Strategic management, plant closings, and social responsibility: An integrative process model

A process model of the manner by which organizations formulate and implement managerial strategies in response to plant closings is proposed. The model takes into account the overall context of the plant-closing process, identifying different strategic responses an organization may follow and the nature and philosophy of its social responsiveness. The model links the plant-closing process with theoretical underpinnings derived from both the strategic management and social responsibility literature.

Transaction cost economics: a cross‐cultural perspective for understanding and communication

The globalization of management theory and practice is becoming a reality for academics and practitioners alike. Little has been written which examines received theories of management from trans-national and multi-cultural perspectives. The article discusses one management theory of organizing and conducting enterprise, transaction cost economics, in light of differences which occur across cultures. Implications are discussed and areas of suggested additional inquiry are posed.

Teleconferencing business forums: an approach to linking entrepreneurs and potential investors

Securing equity financing for a venture is a strenuous activity for the entrepreneur. Getting the entrepreneur and the investor together if geographically distant is an onerous task, since distance represents a significant barrier to communication. In this first study of its kind we show that teleconferencing business forums may be a viable vehicle to link entrepreneur and potential investors.

The bottom‐up mission process in professional service organizations: a case study

The mission statement is recognized as a vital component to achieving long-term success for organizations. What is the appropriate process for developing the mission statement? The bottom-up mission process is described and advocated for the growing number of professional service organizations comprised of opinionated and highly trained individuals. A case study based on an educational organization is detailed and a flowchart is developed. Guidelines for a bottom-up mission process for professional service organizations are developed for those organizations attempting to create their own bottom-up mission.