Preparing for business start-up: "Pre-start" activities in the new venture creation dynamic

Andrew Atherton (Lead / Corresponding author)

    Research output: Contribution to journalArticle

    14 Citations (Scopus)

    Abstract

    Purpose: The purpose of this research is to examine the activities and behaviours of potential entrepreneurs as they move towards engagement in business start-up.

    Design/methodology/approach: Based on in-depth engagement with seven founders of new businesses, and informed by a review of the relevant literature.

    Findings: A series of transitions towards business start-up re identified, which in turn produced a five-step framework for examining and understanding the "pre-start" phase of preparation for entrepreneurship.

    Research limitations/implications: The case-based approach provided detailed and contextualised insight into how a small group of founders prepared for business start-up. There may be a need to test the framework with a larger group of business founders to assess its wider relevance and applicability.

    Practical implications: The pre-start framework identifies how individuals progress towards start-up, and so could be used as the basis for a programme to encourage individuals to move through each step towards engagement in business start-up. The movement from step to step can also be used to assess overall levels of preparation for entrepreneurship within the wider population, and so has the potential to be a useful indicator of overall levels of entrepreneurial orientation.

    Originality/value: The paper presents a process-focused model of the pre-start dynamic.

    Original languageEnglish
    Pages (from-to)404-417
    Number of pages14
    JournalJournal of Small Business and Enterprise Development
    Volume14
    Issue number3
    DOIs
    Publication statusPublished - 2007

    Keywords

    • Business formation
    • Entrepreneurialism

    Fingerprint Dive into the research topics of 'Preparing for business start-up: "Pre-start" activities in the new venture creation dynamic'. Together they form a unique fingerprint.

  • Cite this