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When a second person enters the scen...
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Forster, William R.
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When a second person enters the scene: Of founding partnerships, firm creation and profitability.
紀錄類型:
書目-語言資料,印刷品 : Monograph/item
正題名/作者:
When a second person enters the scene: Of founding partnerships, firm creation and profitability./
作者:
Forster, William R.
面頁冊數:
127 p.
附註:
Source: Dissertation Abstracts International, Volume: 71-03, Section: A, page: 1000.
Contained By:
Dissertation Abstracts International71-03A.
標題:
Business Administration, Management. -
電子資源:
http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3400878
ISBN:
9781109676273
When a second person enters the scene: Of founding partnerships, firm creation and profitability.
Forster, William R.
When a second person enters the scene: Of founding partnerships, firm creation and profitability.
- 127 p.
Source: Dissertation Abstracts International, Volume: 71-03, Section: A, page: 1000.
Thesis (Ph.D.)--University of Virginia, 2009.
The founding partnership is a unique organizational phenomenon. When two founders come together to create an organization, they work together not as individuals, nor as a team, but in a different, distinct manner. Their relationship provides the strength and stability of the individual and at the same time allows for the mutual support, diversity, and creativity of a team. The partnerships that entrepreneurs create help them found profitable organizations and make sense of their worlds.
ISBN: 9781109676273Subjects--Topical Terms:
626628
Business Administration, Management.
When a second person enters the scene: Of founding partnerships, firm creation and profitability.
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127 p.
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Source: Dissertation Abstracts International, Volume: 71-03, Section: A, page: 1000.
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Adviser: Saras D. Sarasvathy.
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Thesis (Ph.D.)--University of Virginia, 2009.
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The founding partnership is a unique organizational phenomenon. When two founders come together to create an organization, they work together not as individuals, nor as a team, but in a different, distinct manner. Their relationship provides the strength and stability of the individual and at the same time allows for the mutual support, diversity, and creativity of a team. The partnerships that entrepreneurs create help them found profitable organizations and make sense of their worlds.
520
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This dissertation uses a multi-method approach to investigate both the antecedents and consequences of founding partnerships. Results empirically highlight the unique nature of not only the partnership but also the founding dyad. Findings indicate that the number of partners who start a company is a function of perceived environmental risk, personal networks, and the characteristics of the entrepreneurial opportunity. The size and structure of the partnership and the relationships between partners are related to organizational creation; and partnership size is shown to be contextually related to new venture profitability.
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The insights gained from this dissertation not only inform entrepreneurship and management theory but also push the frontiers of current organizational scholarship. By focusing on the smallest and earliest social unit in business, this study highlights how human interaction is at the heart of organizing and how entrepreneurs can act together to interpret and create their worlds. Yet this is not a dissertation about teams per se, nor about the individual versus teams; instead it has opened the door to a possible new organizational construct: the founding dyadic partnership as an entity all its own. How I came upon this open door and why it is worth our while to step through it is the story contained in this dissertation.
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http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3400878
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