Joel Corman

Gender Comparisons in Strategic Decision-Making: An Empirical Analysis of the Entrepreneurial Strategy Matrix

The strategic decision‐making of male and female small businesspersons and entrepreneurs has been investigated in prior research, but the findings are mixed. This article reports on a gender comparison testing of the Entrepreneurial Strategy Matrix, a situational model which suggests strategies for new and ongoing ventures in response to the identification of different levels of venture innovation and risk. A national sample of 184 small firm owers (59 percent male/41 percent female) was tested. Results indicate that there are no significant gender differences in venture innovation/risk situation or in strategies chosen by business owners. Male respondents did indicate a higher overall satisfaction with venture performance than did females.

Strategies Used by Small Business Entrepreneurs

This descriptive study of 184 small firms identified strategies most frequently used by their managers. These strategies were identified using the Entrepreneurial Strategy Matrix, a situational model in which the identification of levels of innovation and risk lead to prescriptions of appropriate strategies. Concurrently, this model was empirically tested and its validity supported. Of the strategies used, the five most common were: “work to create a competitive advantage,” “maintain innovation,” “lower the costs of developing and/or maintaining one’s venture,” “defend product/service as it is now,” and “create a first mover advantage.” In addition, there were no differences between the use of strategies by entrepreneurs in service and manufacturing industries.

Improving Job Satisfaction of Employees Who are Deaf and Hearing

Approximately 9 percent of the American population are deaf and hard of hearing, yet less than half of them are estimated to be working. With the passage of the Americans with Disabilities Act (ADA) and the realization of the need for and benefits of a diverse workforce, more employers will hire the deaf. The focus of this article is on practical applications of how to meet the diverse needs of employees who are deaf and hearing that work together in problem areas of communication and socialization. Recommendations discussed include positive attitudes, familiarity, support of supervisors, diversity training, American Sign Language (ASL) training, interpreters, computers, and TTY telecommunication devices. Recommendations come from a sample of 152 employees, seventy-six who are deaf and seventy-six who are hearing.