Strategic Entrepreneurship at Universities: Academic Entrepreneurs’ Assessment of Policy Programs

By Holger Patzelt, Dean A. Shepherd. 2009

134 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/3eee2d8a3671f5da1c1a81b4a8dfc318bc43f31f

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Citations in the corpus

The impact of story bound entrepreneurial role models on self‐efficacy and entrepreneurial intention (2012, background): “From an emotional standpoint, exposure to role models may also produce positive or negative emotional reactions that could subsequently affect self-efficacy estimates (Patzelt and Shepherd, 2009).”
A portfolio perspective on entrepreneurship and economic development (2015, unknown): “The value of such a mix is consistent with the conclusion of Patzelt and Shepherd (2009) that the appropriate combination of entrepreneurship policy measures can multiply their perceived benefits for entrepreneurs.”
Designing Entrepreneurship Experiments (2017, background): “Examples include asking managers to imagine that they are venture capitalists or asking entrepreneurs to imagine hypothetical policy programs (Patzelt & Shepherd, 2009).”
Conceptualizing academic entrepreneurship ecosystems: a review, analysis and extension of the literature (2018, background): “Scholars recommend that entrepreneurship support programs be supplemented by tax benefits to assist spinoff firms (Henrekson and Rosenberg 2001; Patzelt and Shepherd 2009).”
The impact of government financial support on the performance of new firms: the role of competitive advantage as an intermediate outcome (2014, background): “Many authors have confirmed that access to finance is a critical factor for new firms (Hartarska and Gonzalez-Vega 2006; Patzelt and Shepherd 2009; Tan and Peng 2003), and therefore many public programmes have focused on this support element.”
Entrepreneurial Universities (2013, background): “Based on the missions, the policies and practices within the entrepreneurial university are clearly oriented toward enabling the university’s prospective entrepreneurs (Audretsch & Lehmann, 2005; Patzelt & Shepherd, 2009).”
Less is More, or Not? On the Interplay between Bundles of Slack Resources, Firm Performance and Firm Survival (2015, unknown): “their limited resources that they lack time to focus on other critical tasks, such as managing their firms and identifying new opportunities (Patzelt and Shepherd, 2009).”