Institutional change and entrepreneurship
Abstract/Contents
- Abstract
- This dissertation examines the role that changes to the institutional environment play in the life cycle and performance of new ventures. I do so by taking advantage of three natural experiments that relate to key events in the life of a venture: founding, success, and failure. The first study, examines lowering the "barriers to success" of IPO reform. Then, the second study focuses on the "barriers to failure" with an examination of bankruptcy law reform. Finally, the third study analyzes the effects of changes to "barriers to entry" caused by a reduction of the capital requirements for founding a firm. Each study uses the empirical context of Japan in an era of reform. By developing new institutional theory constructs, I demonstrate that changes to the institutional environment have important effects on the types of firms that form, the individuals who start firms, and on new venture performance. In particular, the studies demonstrate important effects such that institutional changes that make success easier can have a negative effect on new firm performance but changes that ease bankruptcy can improve new venture performance. In addition, changes that lower the cost of starting a venture are resisted by technology firms and new firms with novel founders, but adopted by new firms in other industries. Importantly, the studies indicate that institutional changes have a heterogeneous effect on different types of individuals with important performance consequences. Thus, this work has implications for scholars and policymakers by demonstrating that policies for entrepreneurship should give more import to the quality rather than the quantity of entrepreneurs, to social mechanisms such as conformity and legitimacy that go beyond economic incentives, and to the second order effects of reforms not just their direct effects.
Description
| Type of resource | text |
|---|---|
| Form | electronic; electronic resource; remote |
| Extent | 1 online resource. |
| Publication date | 2013 |
| Issuance | monographic |
| Language | English |
Creators/Contributors
| Associated with | Eberhart, Robert Neal |
|---|---|
| Associated with | Stanford University, Department of Management Science and Engineering. |
| Primary advisor | Eesley, Charles |
| Primary advisor | Eisenhardt, Kathleen M |
| Thesis advisor | Eesley, Charles |
| Thesis advisor | Eisenhardt, Kathleen M |
| Thesis advisor | Powell, Walter W |
| Thesis advisor | Weyant, John P. (John Peter) |
| Thesis advisor | Ye, Yinyu |
| Advisor | Powell, Walter W |
| Advisor | Weyant, John P. (John Peter) |
| Advisor | Ye, Yinyu |
Subjects
| Genre | Theses |
|---|
Bibliographic information
| Statement of responsibility | Robert Neal Eberhart. |
|---|---|
| Note | Submitted to the Department of Management Science and Engineering. |
| Thesis | Thesis (Ph.D.)--Stanford University, 2013. |
| Location | electronic resource |
Access conditions
- Copyright
- © 2013 by Robert Neal Eberhart
- License
- This work is licensed under a Creative Commons Attribution Non Commercial 3.0 Unported license (CC BY-NC).
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