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Gender gaps and reentry into entrepreneurial ecosystems after business failure
Despite the significant role played by serial entrepreneurs in the entrepreneurial process, we know little about group differences in reentry decisions after business failure. Using an ecosystem framework and stigma theory, we investigate the variance in gender gaps related to the reentry decisions of 8171 entrepreneurs from 35 countries who experienced business failures. We find evidence of persisting gender gaps that vary across ecosystem framework conditions of public stigma of business failure and public fear of business failure. Our findings shed new light on ecosystem inefficiencies that arise from multiple interactions between entrepreneurs and institutions.
Journal Article
Business failure and institutions in entrepreneurship
Because entrepreneurship entails uncertainty, business failure is a common outcome for entrepreneurs. When entrepreneurs encounter business failure, they carry a financial, social, and emotional burden associated with the failure. However, the magnitude of this burden differs by institutions, influencing entrepreneurial decisions and behaviors. Although institutions governing the rules of business failure are a topic for a rapidly growing field of research, research on this topic is highly fragmented. Therefore, the purpose of this systematic review is to unpack the relationships between institutions—governing the rules of business failure—and entrepreneurial decisions/behaviors. The paper provides a fine-grained and comprehensive review of the relevant literature and develops an agenda to guide future research.
Journal Article
Re-entrepreneurial experience and learning during challenging times
This study theorizes how entrepreneurs in an emerging economy deal with adverse external scenarios by taking advantage of their previous business failure experiences. Using grounded theory and multiple case study approach, we found that individuals with re-entrepreneurial experiences exhibit greater resilience and prioritize re-building social capital as part of their crisis management tactics. This finding contrasts with those who are new entrepreneurs who do not have failure experience. Our study provides a conceptual framework to understand what re-entrepreneurs have learned from previous failure/crisis experiences to build resilience and strategically manage internal crises that were caused by exogenous events (e.g., social movements and the COVID-19 pandemic). Policymakers, entrepreneurs, and educators can benefit from the re-entrepreneurs’ learning lessons and strategic implications of this study.
Plain English Summary
Re-entrepreneurs have learned how to re-build strategic social capital to balance the emotional, financial, and social costs of previous business failures. Therefore, a re-entrepreneur is a common type of entrepreneur who will be more resilient in adverse contexts, strategically responds to these scenarios with tactics that protect/expand their social capital, and adopts exploratory behavior to find market signals. This results from a unique learning process that depends on overcoming critical incidents. This type of learning process was tested during an event that combined the effects of a social movement crisis with the COVID-19 pandemic in an emerging-economy country.
Journal Article
Stigma and business failure: implications for entrepreneurs' career choices
We use data from global entrepreneurship monitor to examine the act of entrepreneurial reentry by entrepreneurs who exit a failed business. We study reentry by mode of entry and by form of organizing. We find that, in countries where the levels of stigma and regulatory conveyance of stigma markings were at their highest, entrepreneurs who exited failed businesses were less likely to reenter into entrepreneurial activity. Our finding suggests that negative social and economic sanctions that are associated with stigma markings speak only to one side of the entrepreneurship phenomenon. On the other side, stigma can function as a stimulus for entrepreneurs to defy the illegitimacy of the failed business and to actively seek out and engage in innovative behaviors that contribute to the overall diversity of entrepreneurial activities in their country.
Journal Article
Dead firms : causes and effects of cross-border corporate insolvency
Why do firms die? This volume seeks to explore international and cross-disciplinary perspectives, if you like a forensic examination, autopsy or post mortem of 'how and why' companies die. This alternate perspectives flips the focus on survival, as all existing firms are in truth survivors, to consider through the metaphors of death, (with forensic analysis, autopsy, post mortems and crime scene investigations) the lessons 'dead firms' might offer. This book will contribute to the understanding of the development, antecedents, processes and consequences of corporate insolvency around the world. In general lines, insolvency is a state in which the debtor is proven unable to pay corporate debtors. We aim to explore the contemporary causes and effects of corporate cross-border insolvency (CCBI). In the realms of international business, CCBI could be mediated by events experienced during the internationalization of the firm, which may encompass a loss of capital, loss of revenue and loss of credit. -- Provided by publisher.
Book
Using firm-level intellectual capital to achieve strategic sustainability: examination of phenomenon of business failure in terms of the critical events
PurposeThe purpose of this study is twofold. Firstly, the authors have conducted a systematic investigation considering the historical pandemic periods (1991–2021) over 30 years to identify critical factors and business failure phenomenon during pandemics to explore “what”, “why” and “how” factors contributing to business failure during the COVID-19 pandemic and secondly identified interlinks of these factors to explain the phenomenon of business failure strategically through various quantitative models.Design/methodology/approachFirstly, the critical factors were identified through previous literature and systematically reported in accordance with the PRISMA guidelines. To remove any bias in critical factor selection, Delphi method was employed. In the second phase, m-TISM approach was adopted to understand the interrelationships of the factors to develop the hierarchy levels. Lastly, MICMAC analysis was also done to evaluate the driving and dependence powers of the critical factors. For implementation of the stated methodology, expert opinion was collected to assess the critical factors based on their knowledge and experience. A total of seven experts were involved in this study.FindingsTwo major takeaways from the results of phase one were that “external environmental changes” was at the highest level and had the highest driving power as well as the lowest dependence power, while “inappropriate marketing techniques” was at the lowest level and had the highest dependence and lowest driving powers.Practical implicationsThe ever-developing digital technologies act as a synonym to innovation and are shaping up to be the key to future-proofing any industry. However, before one can move towards developing effective strategies to mitigate any business disruptions, there is a need to assess the causes of business failures in the first place which is a major managerial implication identified through this study.Originality/valueThis paper can be considered as the first few studies to conduct a systematic investigation considering the historical pandemic periods (1991–2021) over 30 years to identify critical factors and business failure phenomenon during pandemics to explore “what”, “why” and “how” factors contributing to business failure during the COVID-19 pandemic and secondly identified interlinks of these factors to explain the phenomenon of business failure strategically through various quantitative models.
Journal Article