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  • 1.
    Barth, Henrik
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Fit among competitive strategy, administrative mechanisms, and performance: A comparative study of small firms in mature and new industries2003In: Journal of small business management (Print), ISSN 0047-2778, E-ISSN 1540-627X, Vol. 41, no 2, p. 133-147Article in journal (Refereed)
    Abstract [en]

    At least two different administrative mechanisms are available for the small business manager to develop and to pursue a competitive strategy. One refers to managerial skills needed to implement and to follow the competitive strategy chosen by the firm. The other refers to the design of organization structure - that is, how job tasks are divided, grouped, and coordinated. This paper argues that the fit among the competitive strategy followed by a firm, the utilization of the administrative mechanisms, and the performance of the firm is related to industry maturity.

  • 2.
    Barth, Henrik
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Fit Between Competitive Strategy, Administrative Mechanisms and Performance: A Comparative Study of Small Firms in Mature and New Industries2003In: Journal of small business management (Print), ISSN 0047-2778, E-ISSN 1540-627X, Vol. 2, no 41, p. 133-147Article in journal (Refereed)
    Abstract [en]

    At least two different administrative mechanisms are available for the small business manager to develop and to pursue a competitive strategy. One refers to managerial skills needed to implement and to follow the competitive strategy chosen by the firm. The other refers to the design of organization structure—that is, how job tasks are divided, grouped, and coordinated. This paper argues that the fit among the competitive strategy followed by a firm, the utilization of the administrative mechanisms, and the performance of the firm is related to industry maturity.

  • 3.
    El-Awad, Ziad
    et al.
    Halmstad University, School of Business, Innovation and Sustainability. Sten K. Johnson Centre For Entrepreneurship, Lund, Sweden.
    Gabrielsson, Jonas
    Halmstad University, School of Business, Innovation and Sustainability.
    Pocek, Jasna
    Sten K. Johnson Centre For Entrepreneurship, Lund, Sweden; Free University Of Bozen-bolzano, Bozen-Bolzano, Italy; Blekinge Institute Of Technology, Karlskrona, Sweden.
    Politis, Diamanto
    Sten K. Johnson Centre For Entrepreneurship, Lund, Sweden.
    Unpacking the early alumni engagement of entrepreneurship graduates2022In: Journal of small business management (Print), ISSN 0047-2778, E-ISSN 1540-627XArticle in journal (Refereed)
    Abstract [en]

    Alumni engagement plays a crucial role in driving innovation in university-based entrepreneurship ecosystems. We employ an inductive, informant-centric research design to explore the processual dynamics surrounding the early alumni engagement of entrepreneurship graduates and how these translate into enterprising behaviors that foster technology transfer and knowledge-intensive entrepreneurship. Our inductive analysis advances the theoretical understanding of the beginning phases of the alumni engagement process among entrepreneurship graduates, the key drivers that make them gravitate toward different forms of alumni engagement, and the role and impact of their engagement in the surrounding ecosystem. © 2022 The Author(s). Published with license by Taylor & Francis Group, LLC.

  • 4.
    Landström, H.
    Halmstad University, School of Business and Engineering (SET).
    A PILOT-STUDY ON THE INVESTMENT DECISION-MAKING BEHAVIOR OF INFORMAL INVESTORS IN SWEDEN1995In: Journal of small business management (Print), ISSN 0047-2778, E-ISSN 1540-627X, Vol. 33, no 3, p. 67-76Article in journal (Refereed)
    Abstract [en]

    In many countries it is often difficult for entrepreneurial ventures to obtain external capital on adequate terms. It is possible that informal investors, that is, private individuals who provide risk capital directly to unlisted small firms, may play a significant role in filling the finance gap for entrepreneurial ventures. The present study will describe the decision-making criteria used by informal investors and analyze the effects investment strategies have on the propensity to accept or reject new investment proposals. In the study, a dichotomy is found between informal investors working with a ''specialization'' investment strategy and those with a ''diversification'' strategy. The results show that informal investors working with a specialization strategy (with portfolio firms within approximately the same business area or development phase) seem to receive fewer investment proposals and seem to have a higher propensity to accept new investment proposals than do diversified investors. The results can be explained by the investor's perceived uncertainty in the evaluation process. A specialization investment strategy leads to a low perceived uncertainty which means that the investor is highly motivated to invest, has clear expectations regarding the outcome of the decision and as a consequence has a strong commitment to the proposal, and has a strong propensity to accept new proposals.

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