Entrepreneurial learning in the context of portfolio entrepreneurship

Entrepreneurial learning in the context of portfolio entrepreneurship Purpose – Previous research has predominantly focused on the meaning of prior entrepreneurial experience in the context of habitual entrepreneurship. To date, however, little is known about how previous experience affects the way in which several firms can be managed simultaneously. The purpose of this study is to examine entrepreneurial learning in the context of portfolio entrepreneurship and clarify how it is possible to manage several firms at the same time. Design/methodology/approach – An exploratory study using a case method was conducted (Eisenhardt; Yin) by focusing on one portfolio entrepreneur. In this study, the case can be considered as unusual thus being suitable for a single‐case study. Data were collected through interviews and the entrepreneur also provided the researchers with a written description of the development and present situation of his entrepreneurial career. Findings – This study proposes that failures may develop entrepreneurial knowledge as well as founding experiences. Development of entrepreneurial knowledge is viewed as leading to new ways of organizing and managing start‐up firms. Learning through previous experiences has strengthened entrepreneurial knowledge and contributed to the formation of the management team (MT). Without cooperation, delegation and sharing responsibilities, successful portfolio entrepreneurship would not have been realized. However, the results suggest that learning from failure is dependent on the entrepreneur's personal background. Originality/value – This study seeks to bring new insight to portfolio entrepreneurship by concentrating on the entrepreneurial career of a well‐known Finnish entrepreneur by following the framework of Politis. In this case, a MT in each firm enabled effective control and management of the current firm portfolio. The study shows that in addition to the entrepreneurial team, the management teams can also have a significant role in the context of portfolio entrepreneurship although they have largely been ignored. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Entrepreneurial Behaviour & Research Emerald Publishing

Entrepreneurial learning in the context of portfolio entrepreneurship

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1355-2554
DOI
10.1108/13552550810874673
Publisher site
See Article on Publisher Site

Abstract

Purpose – Previous research has predominantly focused on the meaning of prior entrepreneurial experience in the context of habitual entrepreneurship. To date, however, little is known about how previous experience affects the way in which several firms can be managed simultaneously. The purpose of this study is to examine entrepreneurial learning in the context of portfolio entrepreneurship and clarify how it is possible to manage several firms at the same time. Design/methodology/approach – An exploratory study using a case method was conducted (Eisenhardt; Yin) by focusing on one portfolio entrepreneur. In this study, the case can be considered as unusual thus being suitable for a single‐case study. Data were collected through interviews and the entrepreneur also provided the researchers with a written description of the development and present situation of his entrepreneurial career. Findings – This study proposes that failures may develop entrepreneurial knowledge as well as founding experiences. Development of entrepreneurial knowledge is viewed as leading to new ways of organizing and managing start‐up firms. Learning through previous experiences has strengthened entrepreneurial knowledge and contributed to the formation of the management team (MT). Without cooperation, delegation and sharing responsibilities, successful portfolio entrepreneurship would not have been realized. However, the results suggest that learning from failure is dependent on the entrepreneur's personal background. Originality/value – This study seeks to bring new insight to portfolio entrepreneurship by concentrating on the entrepreneurial career of a well‐known Finnish entrepreneur by following the framework of Politis. In this case, a MT in each firm enabled effective control and management of the current firm portfolio. The study shows that in addition to the entrepreneurial team, the management teams can also have a significant role in the context of portfolio entrepreneurship although they have largely been ignored.

Journal

International Journal of Entrepreneurial Behaviour & ResearchEmerald Publishing

Published: Apr 25, 2008

Keywords: Entrepreneurialism; Learning; Portfolio investment; Finland

References

  • Learning by doing – an exploration of experience, critical incidents and reflection in entrepreneurial learning
    Cope, J.; Watts, G.
  • Experiential learning within the process of opportunity identification and exploitation
    Corbett, A.
  • Entrepreneurship and the characteristics of the entrepreneurial personality
    Littunen, H.
  • The process of entrepreneurial learning: a conceptual framework
    Politis, D.
  • Understanding entrepreneurial learning: a question of how?
    Rae, D.
  • Entrepreneurship: reflections on a subversive activity
    Smilor, R.W.
  • Novice, portfolio, and serial founders: are they different?
    Westhead, P.; Wright, M.
  • Decisions, actions, and performance: do novice, serial, and portfolio entrepreneurs differ
    Westhead, P.; Ucbasaran, D.; Wright, M.
  • Venture capitalists and serial entrepreneurs
    Wright, M.; Robbie, K.; Ennew, C.

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