The Ambitious Entrepreneur: High Growth Strategies of Women-Owned Enterprises

By Lisa K. Gundry, Harold P. Welsch. 2001

589 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/35a2b62c231fc07e345f4b80ec7a1d1c81257247

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Citations in the corpus

Money, money, money? A longitudinal investigation of entrepreneur career reasons, growth preferences and achieved growth (2007, background): “…for growth and observed variation in new venture scale, it is important to distinguish between the nascent entrepreneurs who have low-growth intentions and preferences and those who intend to start the ventures that have a relatively larger impact upon the economy (Gundry and Welsch 2001).”
Growth Aspirations and Cultural Support for Entrepreneurship: A Comparison of Post-Socialist Countries (2007, background): “The first is based on longitudinal research designs, which study actual growth (Gundry and Welsch, 2001; Liao and Welsch, 2003; Colombo and Grilli, 2005; Barringer et al., 2005), while the second focuses on the growth expectations of those entering into entrepreneurship (Davidsson, 1991; Delmar and ”
Factors distinguishing small firm growers and non-growers (2011, result): “As noted, it was only the owner-managers of the growth firms who were portfolio entrepreneurs, confirming the findings of Gundry and Welsch (2001) and Rosa (1999) that this activity greatly extended the private business networks considered vital to firm development.”
Which Entrepreneurs Bribe and what do they Get from It? Exploratory Evidence from Vietnam (2012, background): “…2004 worked frequently for the company (Peng & Heath, 1996).4 Firm ownership was measured by a dummy variable that equals 1 if the firm was a sole proprietorship, and 0 otherwise (Gundry & Welsch, 2001).5 Our respondents operate in three main industries, namely services, trading, and manufacturing.”
Breaking the “Bamboo Curtain” and the “Glass Ceiling”: The Experience of Women Entrepreneurs in High-Tech Industries in an Emerging Market (2008, methodology): “On the other hand, the individuals I interviewed had considerable experience in the industry they founded business ventures, contrary to those reported by Gundry and Welsch (2001).”
Women‐owned small and medium enterprises in England: Analysis of factors influencing the growth process (2009, background): “Selection of strategies that focused on market expansion and new technologies, as well as willingness to incur greater opportunity costs for the superior performance of their firms were the key factors for the high growth of women-owned business as compared to low or no growth firms (Gundry and Wels”
Women entrepreneurs who break through to equity financing: The influence of human, social and financial capital (2003, background): “Indeed, Gundry and Welsch (2001) found human capital factors such as intention, greater scanning of the environment and more disciplined approach to management distinguished high growth from low growth women led ventures.”
Determinants of innovativeness in SMEs: disentangling core innovation and technology adoption capabilities (2017, background): “Likewise, the growth of the business also appears to be related to strong leadership, high commitment, and a marked orientation towards technological change, among other factors (Gundry and Welsch, 2001).”
Exploring the resource logic of student entrepreneurs (2012, methodology): “…research has suggested that growth-oriented entrepreneurs tend to have a more structured approach to organizing their firm, which in turn may influence their preferred way of securing and using resources when starting up and managing their new firms (Davidsson, 1989; Gundry and Welsch, 2001).”
Strategies for superior performance under adverse conditions: A focus on small and medium-sized high-growth firms (2014, background): “The literature focusing on SME growth is also inconclusive, although some common arguments have arisen (Covin et al., 1990; Gundry and Welsch, 2001; Hansen and Hamilton, 2011).”
Attitude Toward Entrepreneurship: Structure, Prediction from Behavioral Beliefs, and Relation to Entrepreneurial Intention (2016, background): “The personal and financial sacrifices one is willing to incur for the sake of the entrepreneurial venture are referred to as opportunity costs (Gundry and Welch 2001).”
The Effects of Entrepreneurship Education (2010, methodology): “6 These items are taken from Gundry and Welsch (2001) and have been used in Kolvereid and Isaksen (2006).”