Redefining Business Success: Distinguishing Between Closure and Failure

By Brian Headd. 2003

820 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/033cc9907ac3fd423df22e1deab608b896b633ca

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Citations in the corpus

Is Failure Good (2005, background): “In a longitudinal study of Texas sales tax receipts, Hicks (1993) found that employment growth and wages increased as the half-life (the length of time to achieve a 50% decrease in the population) of firms decreased.”
Psychological Resilience and Its Downstream Effects for Business Survival in Nascent Entrepreneurship (2018, background): “Nascent entrepreneurs’ failure rates are high (Reynolds, 2007; Ucbasaran, Shepherd, Lockett, & Lyon, 2013), with half of new ventures failing in the first 5 years (e.g., Headd, 2003; Phillips & Kirschhoff, 1989).”
Small business survival and sample selection bias (2011, methodology): “The level of research interest may stem from the fact that in the US, only about half of all new small businesses survive after 4 years (Headd 2003).”
The value of non-financial information in small and medium-sized enterprise risk management (2010, background): “However, in the past few years, considerable research (see, for example, Phillips and Kirchhoff (1989); Watson and Everett (1993); Everett and Watson (1998); Headd (2003)) has been conducted to determine the rates and causation of such failures.”
Performance Configurations over Time: Implications for Growth– and Profit–Oriented Strategies (2009, background): “Exiting businesses are an ambiguous category including not only financial failures but also voluntary closures and lucrative outright sales of firms to new owners (Gimeno, Folta, Cooper, & Woo, 1997; Headd, 2003).”
Entrepreneurial Risk and Market Entry (2006, background): “Census Business Information Tracking Series (Headd 2003) indicate that 51% of firms exit within their first four years.”
Firm and industry effects on firm performance: A generalization and extension for new ventures (2009, background): “While this proportion is substantial, it corresponds with previous fi ndings on small fi rm closure (e.g., Headd, 2003 ).”
Stress Processes: An Essential Ingredient in the Entrepreneurial Process (2018, background): “Potential outcomes are failure, closure, and survival (Headd, 2003), with the latter not always suggesting that firms are successful.”
Entrepreneurs’ attitudes towards failure – an experiential learning approach (2007, background): “There are in this respect a variety of reasons for why a business is closed down – from a successful sale to an involuntary liquidation (Bates, 2005; Headd, 2003; Watson and Everett, 1993).”
Life After Business Failure (2013, background): “Yet a significant proportion of new ventures fail (Headd, 2003; Wiklund, Baker, & Shepherd, 2010).”
Untangling the relationships among growth, profitability and survival in new firms (2013, neutral): “Although this finding is in line with previous research on industry and firm dynamics (Headd, 2003; Kirchhoff, 1994; Short, McKelvie, Ketchen and Chandler, 2009), exiting firms are seldom considered in research on firm growth.”
Stigma and business failure: implications for entrepreneurs’ career choices (2014, background): “…remained silent concerning the individual implications of stigma for those individuals who have recently exited from businesses that were unsuccessful because of too much competition, lack of customers or profit, financing or other problems and incidents (Levie, Don and Leleux, 2011; Headd, 2003).”
A Hubris Theory of Entrepreneurship (2006, result): “…the U.S. Census Bureau’s Business Information Tracking Series shows that of the ventures started between 1989 and 1992, 34% did not survive the first two years, 50% did not survive four years, and 60% did not survive six years (Headd 2003; see also Phillips and Kirchhoff 1989 for similar results).”
Growth paths and survival chances: an application of Gambler's Ruin theory (2013, background): “, 2008; Headd, 2003; Parker et al., 2010). In some cases, the continued survival of low-performance firms may be due to the obstinate persistence of their owners rather than high returns (DeTienne et al., 2008). Wennberg et al. (2010) explore a range of heterogeneous exit routes – sale of the busine”
The Growth, Decline and Survival of Small Businesses: An Exploratory Study of Life Cycles** (2009, methodology): “Phillips and Kirchhoff’s (1989) results were also corroborated using Census’ (Headd 2003) and BLS data (Knaup 2005).”