The Effects of Business Failure Experience on Successive Entrepreneurial Engagements: An Evolutionary Phase Model
By J. Amankwah‐Amoah, N. Boso, Issek Antwi-Agyei. 2018
129 citations recorded by the source corpus.
This study draws insights from the literatures on entrepreneurial learning from failure and organizational imprinting to develop an evolutionary phase model to explain how prior business failure experience influences successive newly started businesses. Using multiple case studies of entrepreneurs located in an institutionally developing society in Sub-Sahara Africa, we uncover four distinctive phases of postentrepreneurial business failure: grief and despair, transition, formation, and legacy phases. We find that while the grieving and transition phases entailed processes of reflecting and learning lessons from the business failure experiences, the formation and legacy phases involve processes of imprinting entrepreneurs’ experiential knowledge on their successive new start-up firms. We conclude by outlining a number of fruitful avenues for future research.
Subfields: Business and International Management, Management of Technology and Innovation, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/b556ed49f5c9656d2b026a1f3c2c7e783a0342c7
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In Business and International Management
In Management of Technology and Innovation
In Organizational Behavior and Human Resource Management
Citations in the corpus
- Impact of information technology innovation on firm performance in Kenya (2019, background): “The business environment in relation to competitors determines the innovation drive of the owner-manager (Amankwah-Amoah, 2018).”
- Entrepreneurial alertness and new venture performance: Facilitating roles of networking capability (2018, background): “In economies such as those in sub-Saharan Africa, exploitation of an entrepreneurial opportunity is surrounded by uncertainties, institutional weaknesses and credible chances of failure (Amankwah-Amoah et al., 2016; Radipere and Van Scheers, 2005).”
- Firm age dynamics and causes of corporate bankruptcy: age dependent explanations for business failure (2018, background): “…also often more bureaucratic than younger start-ups and more likely fail due to high cost pressure resulting from redundant organizational structures in the face of sinking turnover or weakened profit margins in changing industries (Amankwah-Amoah 2016; Levinthal 1991; Ooghe and De Prijcker 2008).”