The Effects of Strategic Decision Making on Entrepreneurial Self–Efficacy

By Daniel P. Forbes. 2005

357 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/c5d7693c01578b83fb89b815502b190ef92bcb02

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Citations in the corpus

Measuring entrepreneurial self-efficacy to understand the impact of creative activities for learning innovation (2014, background): “Despite the growing body of literature, ESE remains empirically underdeveloped (McGee et al., 2009) with many calls for further refinement (for example Forbes, 2005; Kolvereid & Isaksen, 2006).”
When does entrepreneurial self-efficacy enhance versus reduce firm performance? (2008, background): “Other research by Forbes (2005a) found the level of entrepreneurs’ self-effi cacy to signifi cantly predict the extent to Copyright © 2008 Strategic Management Society Strat.”
The Effects of Business Accelerators on Venture Performance: Evidence from Start-Up Chile (2017, background): “…networks (Granovetter 1973; Ketchen, Ireland, and Snow 2007; Cai and Szeidl 2016), the structured accountability imposed by regular meetings (cf. Locke and Latham 2002; Cialdini and Goldstein 2004), and increases in the self-efficacy of founders (Bandura 1982; Forbes 2005; Heckman and Kautz 2013).”
Designing Entrepreneurship Experiments (2017, background): “Similarly, the Forbes (2005) survey results suggest that entrepreneurial decision making is related to entrepreneurial self-efficacy but do not establish whether self-efficacy enhances decision making or that decision making enhances self-efficacy (cf. Hsu et al., 2015).”
Career motives and entrepreneurial decision-making: examining preferences for causal and effectual logics in the early stage of new ventures (2011, background): “Douglas 2005; Forbes 2005; Gustafsson 2006; Le ´vesque and Schade 2005; Mullins and Forlani 2005).”
Entrepreneurial talent and venture performance: A meta-analytic investigation of SMEs (2013, neutral): “…46 Fernhaber and Li (2010) 150 52,500 U.S., Canada Advanced n/a Florin (2001) 279 90,117 U.S. Advanced 46 Florin (2005) 277 89,471 U.S. Advanced 46 Forbes (2005a) 77 9625 U.S. Advanced 46 Forbes (2005b) 108 1080 U.S. Advanced 46 Freel and de Jong (2009) 594 29,700 Netherlands Advanced 53 K.…”
Entrepreneurial Self–Efficacy: Refining the Measure (2009, methodology): “While the ESE construct is quite promising, it remains empirically underdeveloped and many scholars have called for further refinement of the construct (e.g., Forbes, 2005; Kolvereid & Isaksen, 2006).”
Information processing and strategic decision-making in small and medium-sized enterprises: The role of human and social capital in attaining decision effectiveness (2013, background): “This is in line with the findings of Adidam and Bingi (2000) and Forbes (2005).”
Counterfactual Thinking and Entrepreneurial Self–Efficacy: The Moderating Role of Self–Esteem and Dispositional Affect (2013, result): “Consistent with previous research in entrepreneurship (Chen et al., 1998; Forbes, 2005; Markman et al., 2002, 2005; Wilson et al., 2007), we control for both the gender and age of the entrepreneur because previous research has highlighted perceptible differences in the levels of self-efficacy among…”
Self-Efficacy: Conditioning the Entrepreneurial Mindset (2009, methodology): “Despite its questionable fit with the entrepreneurial domain, Chen et al.’s scale has become a cornerstone for entrepreneurial self-efficacy measurement in the literature and has since been used in a variety of studies (e.g., Drnovsek and Glas 2002; Forbes 2005; Hao et al. 2005; Steffens et al. 20”
The Long‐Term Impact of Entrepreneurial Self‐Efficacy and Entrepreneurial Orientation on Venture Performance (2019, background): “This shortcoming is particularly troubling because research indicates that the benefits of self-efficacious founders (Forbes 2005) and entrepreneurially oriented behaviors (Madsen 2007; Wiklund 1999; Zahra, Jennings, and Kuratko 1999) often take time to fully materialize.”
The Relationship between Entrepreneurial Self‐Efficacy and Firm Performance: A Meta‐Analysis of Main and Moderator Effects* (2017, methodology): “Fifth, we snowballed several critical articles developing the ESE construct (e.g., Chen, Greene, and Crick 1998; De Noble, Jung, and Ehrlich 1999; Forbes 2005) to ensure that our search captured all of the relevant studies related to ESE and firm performance.”
Entrepreneurial self-efficacy: A systematic review of the literature on its theoretical foundations, measurement, antecedents, and outcomes, and an agenda for future research (2019, background): “Forbes (2005) found that decision-making processes that 1) involve a wider group of employees, 2) are more comprehensive, and 3) incorporate more current information, enhance entrepreneurs' ESE by providing opportunities to engage in active mastery and vicariously learn from others, act as a source…”
In the Eye of the Beholder: How Regulatory Focus and Self-Efficacy Interact in Influencing Opportunity Recognition (2011, positive): “Third, entrepreneurial self-efficacy, rather than general selfefficacy, has in a similar way been argued and demonstrated to play an important role in opportunity recognition and new venture growth (e.g., Baum and Locke, 2004; Baum, Locke, and Smith, 2001; Forbes, 2005; Gibbs, 2009; Hmieleski and Co”
The contrasting interaction effects of improvisational behavior with entrepreneurial self-efficacy on new venture performance and entrepreneur work satisfaction (2008, background): “Perhaps more interestingly, Forbes (2005) found entrepreneurs to develop higher levels of entrepreneurial self-efficacy when involved in startups in which decision making was comprehensive, included multiple inputs of external decision advisors, and made use of current information.”
Entrepreneurs' dispositional positive affect: The potential benefits – and potential costs – of being “up” (2012, background): “…goals (Baron, 2007), evaluating the feasibility of various recognized opportunities (McMullen and Shepherd, 2006), making effective strategic decisions (Eisenhardt, 1989; Forbes, 2005; Miller, 2008), and expending effort to ensure that critical tasks are completed on schedule (Shane et al., 2003).”