Entrepreneurshipthroughaqualitativelens:Insightsontheconstructionand/ordiscoveryofentrepreneurialopportunityJournalofBusinessVenturing.Jan2015,Vol.30Issue1,p1-10.Thisarticleappliesinductiveytictechniquestoidentifyandelaborateontworecurringthemesthatunderpinthecorepuzzleofentrepreneurshipresearch—whereentrepreneurialopportunitiescomefrom.Thethemeistheuniqueroleofimprinting,ortheprofoundinfluenceofsocialandhistoricalcontextinconstrainingtheperceptualapparatusofentrepreneursanddelimitingtherangeofopportunitiesforinnovationavailabletothemSecond,ourysisoffersinsightintothecounterbalancingroleofreflexivity,operatingatbothindividualandcollectivelevelsofysis,ingeneratingtheabilityofentrepreneursto theconstraintsofimprinting.Theseinsightsarebasedonathematicreviewoftheninestudiesthatcomprisethisspecialissueonqualitativeresearch.Theninestudies,individuallyandeachintheirownway,offerkeyinsightsintohowwemightbetterunderstandtheemergenceofentrepreneurialopportunity.[ FROMAUTHOR（創業機會）Thevalueofaneducatedpopulationforanindividual'sentrepreneurshipJournalofBusinessVenturing.Sep2014,Vol.29Issue5,p612-632.Humancapitalobtainedthrougheducationhasbeenshowntobeoneofthestrongestdriversofentrepreneurshipperformance.Theentrepreneur'shumancapital,though,isonlyoneoftheinputfactorsintotheproductionprocessofherventure.Inthisprwewillyzetowhatextenttheeducationlevelsofother(potential)stakeholdersaffecttheentrepreneur'sperformance.Theeducationlevelofconsumersmayshthedemandfunctionforanentrepreneur'soutput,whereastheeducationlevelofemployeesmayaffecttheentrepreneur'sproductivityandtherebyshhersupplyfunction.Basedonthis,wehypothesizethattheperformanceofanentrepreneurisnotonlyaffectedpositivelybyherowneducationlevelbutalsobytheeducationlevelofthepopulation.Wefindempiricalsupportforthishypothesisusinganeightyear(1994–2001)paneloflabormarketparticipantsintheEU-15countries.Animplicationofourfindingisthatentrepreneurshipandhighereducationpoliciesshouldbeconsideredintandemwitheachother.[ FROMAUTHOR]（創業教育）Entrepreneurialorientationandinternationalscope:Thedifferentialrolesofinnovativeness,proactiveness,andrisk-taking.JournalofBusinessVenturing.Jul2014,Vol.29Issue4,p511-524.:Thisresearchintegratestheinternationalbusinessandentrepreneurshipliteraturesbyexaminingtheindependentinfluencesofinnovativeness,proactiveness,andrisk-takingontheabilityofafirmtobroadenitsscopeacrossinternationalmarkets.Foreachdimensionofentrepreneurialorientation,acost–benefitframeworkisappliedtohighlightthetrade-offsassociatedwithdifferentlevelsintheinternationalizationcontext.Basedonauniquedatasetof500SMEsspanning10industries,theresultsreflecttheconsequencesofbeing“stuckinthemiddle”withrespecttotheirstrategicpostureoninnovativenessandproactiveness,butrevealanuancedroleforrisk-takingbehavior.Thenon-uniformandnon-linearrelationshipsfromthefindingscontributetoabetterunderstandingofwhentheindividualdimensionsofentrepreneurialorientationhelporhinderentrepreneurialfirmsintheinternationalization.[JournalofBusinessVenturing.Jul2014,Vol.29Issue4,p453-470.:Thisstudytacklesthepuzzleofwhyincreasingentrepreneurialexperiencedoesnotalwaysleadtoimprovedfinancialperformanceofnewventures.Weproposeanalternateframeworkdemonstratinghowexperiencetranslatesintoexpertisebyarguingthatthepositiveexperience–performancerelationshiponlyappearstoexpertentrepreneurs,whilenoviceentrepreneursmayactuallyperformincreasinglyworsebecauseoftheirinabilitytogeneralizetheirexperientialknowledgeaccurayintonewventures.Thesenegativeperformanceimplicationscanbealleviatedifthelevelofcontextualsimilaritybetweenpriorandcurrentventuresishigh.Usingmatchedemployee–employerdataofanentirepopulationofSwedishfounder-managersbetween1990and2007,wefindanon-linearrelationshipbetweenentrepreneurialexperienceandfinancialperformanceconsistentwithourframework.Moreover,thelevelofindustry,geographic,andtemporalsimilaritiesbetweenpriorandcurrentventurespositivelymoderatesthisrelationship.Ourworkprovidesboththeoreticalandpracticalimplicationsforentrepreneurialexperience—peoplecanlearnentrepreneurshipandpursueitwithgreatersuccessaslongastheyhavemultipleopportunitiestogainexperience, barrierstolearning,andbuildanentrepreneurial-experiencecurve.Copyright&y&Elsevier]（創Socialcapitalofentrepreneursandsmallfirmperformance:Ameta-ysisofcontextualandmethodologicalmoderatorsJournalofBusinessVenturing.Jan2014,Vol.29Issue1,p152-173.:Despiteasurgeofstudiesexaminingtheroleofsocialcapitalintheentrepreneurialprocess,notativeassessmentsexistoftheempiricalevidencetodate.Toresolve ingresults,weconductedameta-ysisofthelinkbetweenentrepreneurs'alnetworksandsmallfirmperformanceandidentifynewmoderatorsaffectingthisrelationship.ysesof61independentsamplesindicatedthatthesocialcapital–performancelinkwaspositiveandsignificant(rc=.211).Effectsizesofweaktiesweresmallerthanthoseofstructuralholes,whilenetworkdiversityhadthelargestpositiveeffectonperformance.Resultsalsoshowedthatthesocialcapital–performancelinkdependsontheageofsmallfirms,theindustryandinstitutionalcontextsinwhichtheyoperate,andonthespecificnetworkorperformancemeasuresused.Basedonthesefindings,wedevelop mendationsforfutureresearchonthecontingentvalueofsocialcapitalforsmallfirms.[Copyright&y&Elsevier]（企業Emotionalarousaland es:CombiningqualitativemethodstoelaborateJournalofBusinessVenturing.Jan2015,Vol.30Issue1,p113-130.Thisqualitativestudyofinnovatorsinthesuperyachtindustryblendslongitudinalcontentysiswithnarrativecasevignettestoextendnascenttheorizingabouttheantecedentsandconsequencesassociatedwiththearousalofentrepreneurialemotion.Theempiricallygroundedframeworkinducedthroughourresearchofferstwokeytheoreticalelaborations.,itextendstheexistingsetoftheorizedantecedentsbyhighlightingtheoverlookedrolesplayedbydramaticperformances(stagedorimprovised)andambientconditions(project,actorandvenueconsiderations).Second,itcallsattentiontotheconsequencesofemotionalarousalforsuchentrepreneurial esasgeneratingnovelsolutionstospecificproblemsencounteredduringthecreationprocess,develoinnovativeendproducts,andfosteringageneralcontextforinnovation.[ FROMAUTHOR]Entrepreneuriallegacy:TowardatheoryofhowsomefamilyfirmsnurturetransgenerationalJournalofBusinessVenturing.Jan2015,Vol.30Issue1,p29-49.Researchshowsthatfamilyfirmsarelessentrepreneurial,onaverage,especiallyafterthefounderdeparts.Therearenotableexceptions,however,andsowebuildanewtheorytoexplainhowtheseexceptionalfirms plishtransgenerationalentrepreneurship.Specifically,weconductedin-depthinterviewswithownersand(potential)successorsin21Germanwineriesthatare,oage,intheir11thgeneration.Weintroduceentrepreneuriallegacy,whichwedefineasthefamily'srhetoricalreconstructionofpastentrepreneurialachievementsorresilience,andtheorizethatitmotivatesincumbentandnext-generationownerstoengageinstrategicactivitiesthatfostertransgenerationalentrepreneurship.Entrepreneuriallegacythushelpsexplaintransgenerationalentrepreneurshipandhasimplicationsforfamily-firm,imprinting,andsuccessionresearch.[ FROMAUTHOR]Youcan'tleaveyourworkbehind:EmploymentexperienceandfoundingJournalofBusinessVenturing.Nov2014,Vol.29Issue6,p785-806.Itiswellknownthatfounderstypicallyseekassistancefortheirfledglingventures,butwhatremainsuncleararethereasonswhysomefounderscollaboratewithmorepeoplethanothersintheirstartupefforts.Ourstudyinvestigatesthelinkbetweenemploymentexperienceandtheextenttowhichfoundersdependonothersforassistancewhenstartingbusinesses.Employmentexperienceprovidesfounderswithopportunitiestobeexposedtoanddeveloppreferencesforparticularworkenvironmentsandtheconditionsassociatedwithcertainanizationalroles.Drawingonoccupationalsocializationtheory,investigatewhyemploymentexperiencepredictsfoundingcollaborationsize.Ourysisofarepresentativesampleofearly-stagebusinessfoundersintheUnitedStatesrevealsthattheamountofbusinessexperienceandthedefiningsocialandyticalrequirementsofafounder'soccupationalbackgroundaffectthenumberofpeoplefounderschoosetoinvolveintheirfoundingeffortsinoppositeways:Whilefounderspossessingventure-specificindustryexperiencearemorelikelytooptforsoloventuresorsmallercollaborations,founderswithbackgroundsinhighlyinteractiveoccupationsaremorelikelytorecruitmorecollaboratorsasco-owners.Wefoundthispreferenceforcollaborationisstrengthenedforfounderswithoccupationalbackgroundsthatcalledforbothinteractiveandyticalwork.Ourfindingshavetheoreticalandpracticalimplicationsonhowfounders'experienceinfluencestheextenttowhichtheyinitiatecollaborationswithothers.[ FROMAUTHOR]Atemporalysisofhowentrepreneurialgoalintentions,positivefantasies,andactionplanningaffectstartinganewventureandwhentheeffectswearoff.JournalofBusinessVenturing.Nov2014,Vol.29Issue6,p755-772.Theroadfromintentionstoactionsandnewventurecreationislong.Sofar,theliteraturehasprovidedinsightsintoaction-regulatoryfactorsthatcontributetonewventurecreation.However,theliteraturehasneglectedtotakeintoaccountthetemporaldynamicsunderlyingtheserelationships.Wecontributetoaction-regulationtheoriesinentrepreneurshipbytheorizingaboutandinvestigatinghowtheeffectsofaction-regulatoryfactorsholdovertime.Wehypothesizethattheaction-regulatoryfactorsofentrepreneurialgoalintentions,positivefantasies,andactionplanninghavecombinedeffectsonnewventurecreation.Furthermore,wehypothesizethattheseeffects eweakerovertime.Totestourhypotheses,westudied96Ugandanentrepreneursover30months.Ourresultssupportedourhypotheses.Actionplanningmoderatedtheeffectsofentrepreneurialgoalintentionsandpositivefantasiesonnewventurecreation.Furthermore,theeffectsweresignificantinthebeginningandworeoffovertime.Ourstudyshowsthatincludingatimeframeintheoreticalmodelsisimportanttoderivevalidconclusionsfromempiricalresultsandtodevelopmoreprecisetheories.[ FROMAUTHOR]Entrepreneurialgrowth:TheroleofinternationalknowledgeacquisitionasmoderatedbyfirmJournalofBusinessVenturing.Sep2014,Vol.29Issue5,p687-703.Inlinewithrepeatedrecentcallsforresearchonspecificformsofgrowthratherthanonanundifferentiatednotionof“totalgrowth,”ourstudycontributestotheunderstandingofentrepreneurialgrowth.Bythiswemeangrowththroughexpansionintonewgeographicmarketsand/orviatheintroductionofnewproductsorservices.BuildingonPenrose'stheoryofthegrowthofthefirmandontheresearchstreamsshehasinpartinspired,weinvestigatetheimpactofknowledgeacquisitionfrominternationalmarketsonentrepreneurialgrowthbothathomeandabroad.Wefurthersuggestthattheeffectsofinternationalknowledgeacquisitiononentrepreneurialgrowthwillvarywithfirmage.Utilizinglongitudinaldataon138smallandmedium-sizedenterprises(SMEs),wefindthattheacquisitionofknowledgefrominternationalmarketsfuelsgrowththroughmarketdevelopment,andthatthiseffectisstrongerforinternationalexpansionthandomesticexpansion.Ourresultsalsoshowthatfirmagenegativelymoderatestherelationshipbetweeninternationalknowledgeacquisitionandentrepreneurialgrowthviatheintroductionofnewproductsorservices.Specifically,internationalknowledgeacquisitionhasapositiveeffectongrowthvianewproducts/servicesdevelopmentinyoungfirms,butanegativeeffectinmaturefirms.Weassumethisreflectschangesovertimeinhowinternationalknowledgeismanaged.[ FROMAUTHOR]Macro-leveldeterminantsofformalentrepreneurshipversusinformalJournalofBusinessVenturing.Jul2014,Vol.29Issue4,p490-510.:Basedontheeclectictheoryofentrepreneurship,thisarticleyzesmacro-leveldeterminantsofnationalratesofformalversusinformalentrepreneurship.Ourevaluationofthefactorsidentifiedinthistheoryrevealsasetofempirically-testable,higher-orderdeterminants:economicopportunities,qualityofernance,macro-levelresourcesandabilities,performance-basedcultureandsocially-supportiveculture.TheresultsofourysisobtainedthroughthePLS(partialleastsquares)approachtostructuralequationmodelingcontributetotheentrepreneurshipliteraturebyprovidinganempirically-supportedmodelthatshowshowformalandinformalentrepreneurshiparedrivendifferently.Thismodelclarifiestheingfindingsinpreviousresearchabouttheeffectsofsocioeconomic,institutional,andculturalfactorsonentrepreneurshipratesacrosscountries.Finally,byshowingtheeffectofeachdeterminantonformalandinformalentrepreneurship,thisstudyhasimportantimplicationsforpolicymakersaswellasbusinesses.[Copyright&y&ElsevierSocialentrepreneurshipasanessentiallycontestedconcept:Openinganewavenueforsystematicfutureresearch.JournalofBusinessVenturing.May2014,Vol.29Issue3,p363-376.:Socialentrepreneurshiphasemergedasanactiveareaofpracticeandresearchwithinthelastthreedecades.Nevertheless,inspiteofitsgrowingpopularity,scholarsandpractitionersarefarfromreachingaconsensusastowhatsocialentrepreneurshipactuallymeans.Thishasresultedinanumberofdifferentdefinitionsandapproacheswithinthefieldofsocialentrepreneurship.Thepurposeofthisarticleistoshedlightontheongoingcontestationofsocialentrepreneurshipandtoofferanovelconceptualunderstandingoftheconceptthatcanfacilitatethedevelopmentofsystematicandstructuredfutureresearch.Tothisend,weyzesocialentrepreneurshiponthebasisofthetheoryofessentiallycontestedconcepts,whichwasproposedbyWalterBryceGalliein1956.Buildinguponthistheory,thisarticleshowsthatsocialentrepreneurshipcanberegardedasanessentiallycontestedconceptandthatauniversaldefinitionthatwouldbeacceptedamongcontestantpartiesishardlypossible.Respondingtothisrecognition,thearticleproposestheconceptualizationofsocialentrepreneurshipasaclusterconcept,whichcanserveasaconceptualtooltohelpadvancingsocialentrepreneurshipasacoherentfieldofresearchdespiteitscontestednature.[Copyright&y&Elsevier]Making al:OpportunityindividuationandtheshaofopportunityJournalofBusinessVenturing.Mar2014,Vol.29Issue2,p252-272.:Wedevelopamodelthatfocusesontheindividuationofopportunitybeliefs.Weadoptinferencesfromtheecologyliteratureandintegratethosewithmentalmodeltheorytoexaminethe‘individuation’ofopportunityastheresultoftheinterplaybetweenindustryconditionsand factors.Wetestourpredictionsusingconjointysisof2880opportunitydecisions.Wefindthatanentrepreneur'srelatedknowledge,motivationtoevaluatetheopportunity,priorfailure,andfearoffailureshperceptionsofopportunityattractivenessasoneindividuatesexogenousopportunityinformation.Wearticulateourfindingsasevidencethatwhencombinedwithopportunityrelateddata,anindividual'scognitiveresourcesplayanimportantroleasoneformsopportunitybeliefsaboutthe attractivenessofpursinganopportunity.[Copyright&y&Elsevier]Whyaresomepeoplemorelikelyto esmall-businessesownersthanothers:Entrepreneurshipentryandindustry-specificbarriers.JournalofBusinessVenturing.Mar2014,Vol.29Issue2,p232-251.:Whyaresomeindividualsmorelikelyto eownersofsmallbusinessesthanothers?Weclassifyindustriesusingmeasuresofentrybarriersandproceedtoinvestigatehowdeterminantsofentryvaryinhigh-asopposedtolow-barrierfields.Claimsthatneitherfinancial-capitalconstraintsnortheeducationalbackgroundsofaspiringsmall-businessownerspredictthelikelihoodofsmall-businessentryareinvestigatedinthiscontext.Theseclaimsofirrelevance,wefind,areinconsistentwiththefacts.Thewealthandeducationalbackgroundcharacteristicspotentialentrepreneurspossesspredisposethemtomakedistinctlydifferentindustrychoices,bothbecauseofthedifferingrewardsavailabletothemandtheverydifferententrybarrierstheyface.Thecharacteristicsofpotentialentrants,inotherwords,drawthemtowardsomeindustriesandawayfromothers.[Copyright&y&Elsevier]Entrepreneurialorientation,marketorientation,networkties,andperformance:Studyofentrepreneurialfirmsinadeveloeconomy.JournalofBusinessVenturing.Nov2013,Vol.28Issue6,p708-727.:Entrepreneurialorientation(EO),marketorientation(MO)andnetworktiesaretypicallymodeledasseparateantecedentsofperformance.However,theboundaryconditionsfor areunder-explored,asistheirapplicabilitytodeveloeconomysettings.Accordingly,drawingoninstitutionalandsocialcapitaltheories,thecurrentprarguesthattheperformancebenefitsofEOandMOarecomplementary,andvaryacrossdifferentlevelsofsocialandbusinessnetworkties.UsingprimarydatagatheredfromentrepreneurialfirmsoperatinginGhana,thestudyfindingsindicatethataligninghighlevelsofEOandMOimprovesbusinessperformance,andparticularlysowhensocialandbusinessnetworktiesarewelldeveloped,sinceundertheselatterconditions,theperformancebenefitsofaligningEOandMOaregreatest.[Copyright&y&Jointeffectsofpriorstart-upexperienceandcostrategiesonentrepreneurs’psychologicalJournalofBusinessVenturing.Sep2013,Vol.28Issue5,p583-597.:Drawingontheoriesfromthecoandentrepreneurshipliteratures,weinvestigatedtherelationshipbetweentheentrepreneurs’activeandavoidancecoonpsychologicalwell-being(PWB)andthemoderatingroleofpriorstart-upexperienceonthisrelationship.Datafrom156entrepreneursindicatethattheuseofavoidancecopositivelypredictedimmediatePWBforentrepreneurswithmorestart-upexperience.Notably,thisrelationshipwasnegativeforentrepreneurswithlessstart-upexperience.Wealsofoundthatovertheextendedperiod,entrepreneurswhousedavoidancecohadimprovedPWBonlyiftheyalsousedactiveco.Theoreticalandpracticalcontributionstotheentrepreneurshipandcoresearcharediscussed.[Copyright&y&Elsevier]Entrepreneurialintentions:Theinfluenceof anizationalandindividualfactors（創業傾向）JournalofBusinessVenturing26(2011)Thepresenceoftechnology-basedfirmshaslongbeenassociatedwithanation'seconomicgrowthandprosperity(RothwellandZegveld,1982).Entrepreneurshipisdefinedastheprocessof anizationalemergence(Gartneretal.,1992).Entrepreneurialintentionsarecrucialtothisprocess,formingtheinaseriesofactionsto anizationalfounding(Bird,1988).Moreover,intentionstowardabehaviorcanbestrongindicatorsofthatbehavior(FishbeinandAjzen,Ourunderstandingofentrepreneurialintentionsisguidedbytwomodels:Ajzen's(1991)theoryofplannedbehavior(TPB),andSh roandSokol's(1982)modeloftheentrepreneurialevent(SEE).TPBwasdevelopedtoexplainhowindividualtowardsanact,thesubjectivenorm,andperceivedbehavioralcontrolareantecedentsofintentions.TheSEEmodelwastounderstandentrepreneurialbehavior.Entrepreneurialintentionsarederivedfromperceptionsofdesirability,feasibility,andapropensitytoactuponopportunities.Inthismodel,perceiveddesirabilityisdefinedastheattractivenessofstartingabusiness,perceivedfeasibilityasthedegreetowhichanindividualfeelscapabletodoso,andpropensitytoa aldispositiontoactonone'sdecisions.BoththeTPBandSEEEffectivehumancapitalformationthroughthemediumofentrepreneurshipeducationandtraining(EET)isofincreasingconcernfovernments,asEETisgrowingrapidlyacrosstheworld.Entrepreneurshipeducationandtraining(EET)isgrowingrapidlyinuniversitiesandcollegesthroughouttheworld,andernmentsaresupportingitbothdirectlyandthroughfundingmajorinvestmentsinadvice-provisiontowould-beentrepreneursandexistingsmallbusinesses.Unfortunay,thereislittleevidencetoshowthatEEThelpstocreatemoreorbetterentrepreneurs.Studiesintheextantliteraturehavedemonstratedbothpositiveandnegative esofEET,andqualitativereviewshavenotadequayaddressedtheseequivocalresultsOur risgroundedprimarilyinhumancapitaltheory,whichpredictsthat roupswhopossessgreaterofknowledge,skills,andothercompetencieswillachievegreaterperformance es.Entrepreneurshipresearchershavestudiedtherelationshipbetweenhumancapitalandentrepreneurial esatvariouslevelsof ysisandresultshavebeengenerallysupportiveofthetheory.However,therearegapsintheliterature. ,recentworkinthefieldpointstoaneedtoinvestigatethelinksbetweenentrepreneurship-specificeducationandboththehumancapitalassetsitcreatesandthe estowhichitpurportedlyleads.Second,mostconceptualizationsoftherelationshipbetweenhumancapitalandits eshavebeenstaticinnature,butrecentresearchsuggeststheremaybevalueininvestigatingthedynamicsofhumancapital.Entrepreneurshipeducationandtraining(EET)isgrowingrapidlyinuniversitiesandcollegesthroughouttheworld(Katz,2003;Kuratko,2005)and ernmentsaresupportingitdirectlyandindirectlythroughfundingmajorinvestmentstowould-beentrepreneursandexistingsmallbusinesses.Thistrendisfuelledbyarecognitionthatentrepreneurshipcanplayan(evencritical)roleineconomicgrowthandemployment(Schumpeter,1934;ShaneandVenkataraman,2000;Kuratko,2005),andassertionsthatentrepreneurshipeducationcanplayavitalroleindevelomoreand/ormoreableentrepreneurs(e.g.,Gormanetal.,1997;Katz,2007;PittawayandCope,2007).Unfortunay,asseveralscholarshavenoted(e.g.,Weaveretal.,2006;PetermanandKennedy,2003),thereislittleconsistentevidencetosupporttheseclaims.Falk,J.,Alberti,F.,2000.Theassessmentofentrepreneurshipeducation.IndustryandHigherEducation14(2),101–108.Foley,A.,Griffith,B.,1998.Education,trainingandthepromotionofhighqualityentrepreneursintheRepublicofIreland.In:Scott,M.G.,Rosa,P.,Klandt,H.(Eds.),Galloway,L.,Brown,W.,2002.Entrepreneurshipeducationatuniversity:adriverinthecreationofhighgrowthfirms?EducationandTraining44(8/9),398–405.Gordon,I.,Hamilton,E.,Jack,S.,2010.Astudyoftheregionaleconomicdevelopmentimpactofauniversityledentrepreneurshipeducationprogrammeforbusinessowners.LancasterUniversityManagementSchoolWorkingP rSeries2010/002.Availableat:,accessed1stNov2010.Greene,P.G.,Katz,J.A.,Johannisson,B.,2004.Entrepreneurshipeducation(editorial).TheAcademyofManagementLearningandEducation3(3),238–241.Hannon,P.D.,2006.Teachingpigeonstodance:senseandmeaninginentrepreneurshipeducation.EducationandTraining48(5),296–308.Henry,C.,Hill,F.,Leitch,C.,2005.Entrepreneurshipeducationandtraining:canentre