Reconceptualizing entrepreneurial exit : divergent exit routes and their drivers

By Karl J. Wennberg, Johan Wiklund, Dawn R. DeTienne, Melissa S. Cardon. 2010

584 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/e507fa0a0507987d7b669ce9b7ac81529925bb85

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Citations in the corpus

Nascent Entrepreneurs and Venture Emergence: Opportunity Confidence, Human Capital, and Early Planning (2010, background): “…and ensure sufficient internal validity for testing the relationship between the nascent entrepreneur’s characteristics and venture emergence, I selected for analysis only nascent entrepreneurs who were acting alone, i.e. were involved in an independent, ‘solo’ effort (Wennberg et al., 2009).”
Entrepreneurial families and family firms (2010, background): “The choice to exit can also consist of an integrated part of a new strategy developed for the firm (Wennberg et al. 2009).”
Stigma and business failure: implications for entrepreneurs’ career choices (2014, background): “It is possible that we included some entrepreneurs who closed firms that were not failures (Wennberg et al., 2010), and excluded other entrepreneurs who were not willing to admit that the businesses they closed were unsuccessful.”
The Impact of Entrepreneurship Education in High School on Long-Term Entrepreneurial Performance (2015, result): “However, JACP participation does not affect firm survival, a result in line with earlier studies considering the opportunity costs for entrepreneurs running low-income firms (Amit et al., 1995; Wennberg et al., 2010).”
Does innovativeness reduce startup survival rates (2015, background): “Exits via mergers and acquisitions, including what Wennberg et al. (2010) call harvest and distress sales, appear to be rare in our data during the time horizon that it covers.”
Impact of founder experience on exit intentions (2012, background): “These perspectives presume that a firm’s primary objective is firm performance (Harada 2007) and consider entrepreneurial exit to be synonymous with failure—suggesting that, if the entrepreneur decides to leave the venture, it must be due to poor performance ( Wennberg et al. 2009 ).”
Untangling the relationships among growth, profitability and survival in new firms (2013, unknown): “Divesting of their business to a larger firm may be seen as a successful outcome rather than an exit for many firm founders (Wennberg et al., 2010).”