The Origin and Evolution of New Businesses

By Fr√©d√©ric Sautet. 2002

627 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/e9b16bf19ba6857e052054485154dd5cbeab7e47

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Citations in the corpus

Determinants of Innovative Activity in Japanese Technology-based Start-up Firms (2004, background): “Finally, it is worth mentioning that, although Bhidé (2000) suggests that backing by a venture capital firm is not absolutely necessary to facilitate new business entrepreneurship, the existence of well-developed venture capital networks is thought to provide advantages and incentives for start-up…”
The relationship of entrepreneurial traits, skill, and motivation to subsequent venture growth. (2004, background): “First, analysis of a single industry provides control of industry effects and may add richness and clarity; however, entrepreneurship researchers have found that industry characteristics affect venture performance (Bhide, 2000).”
Does business planning facilitate the development of new ventures (2003, background): “Similarly, Bhide (2000) explains that the firm founders' prior experience mitigates the problems generated by insufficient planning.”
Performance persistence in entrepreneurship (2010, unknown): “For example, Bhide (2000) finds that a substantial fraction of the Inc. 500 got their idea for their new company while working at their prior employer.”
Why are some people more likely to become small-businesses owners than others: Entrepreneurship entry and industry-specific barriers (2014, background): “19 capital are more likely to enter service rather than manufacturing industries (Bhide, 2000; Arauzo-Carod and Segarra-Blasco, 2005; van Stel et al., 2007).”
The Multiple Effects of Business Planning on New Venture Performance (2010, background): “By contrast, Bhide (2000) argues that there are often more efficient uses of entrepreneurs’ time than writing a business plan, particularly when there are new markets for novel products/services and it is difficult to accurately gauge customer demand unless one actually tries to sell to them.”
With a Little Help from My (Random) Friends: Success and Failure in Post-Business School Entrepreneurship (2013, unknown): “While the bulk of entrepreneurial ventures simply replicate other entities and have limited growth potential (Bhide 2000; Hurst and Pugsley 2012), a small number of ventures create enormous wealth and have a profound economic impact.”
Effectuation, Causation, and Bricolage: A Behavioral Comparison of Emerging Theories in Entrepreneurship Research (2012, background): “Because effectuation does not involve elaborate planning and prediction, the costs associated with such activities are reduced (Bhide, 2000; Mintzberg, 1994).”
Innovations and the role of complementarities in a strategic theory of the firm (2007, unknown): “In this perspective, the differing corporate resource bases are a constant source for innovations (‘variation’). Subsequently the new products are tested in the market place (‘selection’). As in the resource-based view, the firm’s crucial task is to exploit its existing resources and capabilities wh”
Pre-Entry Knowledge, Learning, and the Survival of New Firms (2009, background): “Critics of business planning argue that intuition and feedback from concrete actions are enough of a guide and planning detracts time and attention from more valuable tasks (Bird 1988, Carter et al. 1996, Bhidé 2000).”
Resourcing new businesses: social networks, bootstrapping and firm performance (2010, background): “Personal savings, followed by family and friends, are the main sources of finance for the vast majority of new entrepreneurs (Mason and Harrison 1999 ; Bhide 2000 ).”
The Conflicting Cognitions of Corporate Entrepreneurs (2007, unknown): “Due to the size and scale of large organizations, corporate entrepreneurs often have easier and more abundant access to human and physical resources (i.e., business resources) than independent entrepreneurs (Bhide, 2000).”
The Product Market and the Market for 'Ideas': Commercialization Strategies for Technology Entrepreneurs (2003, unknown): “In other words, a product market strategy requires that the technology with technology entrepreneurship, see, for example, Roberts (1991), Bhide (2000), Shane (2001) and Lerner and Gompers (2001). entrepreneur offers an integrated value proposition and avoids detection and a competitive reaction…”
Corporate Governance and Merger Activity in the United States: Making Sense of the 1980s and 1990s (2001, unknown): “By design, the large corporation is not set up for revolutionary inventions (Holmstrom, 1989; Bhide, 2000).”