国外创业计划研究前沿探析
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外国经济与管理 2009 年 第 31 卷第 02 期, 页码：1 - 7
摘要
参考文献
摘要
长期以来,制定创业计划一直被认为是创业过程的一个重要环节。但是,最近有学者开始对此提出质疑,认为制定创业计划占用了创业者本可以用来从事其他更有价值的创业活动的时间和资源,因而不利于创业和新企业的初期发展。本文基于现有相关文献对有关创业计划的两种对立观点进行了评介,构建了一个情境依赖型创业计划制定方式选择模型。鉴于绝大部分创业者既严重缺乏创业所需的资源又面临高度不确定的环境的现实,本文探讨了即兴发挥这种主张边计划边行动的新观点,并对未来的创业计划研究进行了简要展望。
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[19]McGrath,R G,and MacMillan,I C.Discovery-driven planning[J].Harvard Business Review,1995,73(4):44-54.
[2]Bygrave,W D,Lange,J,Mollov,A,and Pearlmutter,M.Pre-startup formal business plans and post-startup performance:A study of116 new ventures[J].Venture Capital Journal,2007,9(4):1-20.
[3]Bhide,A.The origin and evolution of new businesses[M].New York:Oxford University Press,2000.
[4]Delmar,F,and Shane,S.What firm founders do:A longitudinal study of the start-up process[A].in Bygrave,W D,Brush,C G,Davids-son,P,and Fiet,J(Eds.).Frontiers of entrepreneurship research[C].Wellesley,MA:Babson College,2002.
[5]Delmar,F,and Shane,S.Does business planning facilitate the development of new ventures?[J].Strategic Management Journal,2003,24(12):1 165-1 185.
[6]Delmar,F,and Shane,S.Legitimating first:Organizing activities and the survival of new ventures[J].Journal of Business Venturing,2004,19(3):385-410.
[7]Ford,M W,Matthews,C H,and Baucus,M S.To plan or not to plan:Is that really the question?[A].in Bygrave,W D,Brush,C G,Davidsson,P,and Fiet,J(Eds.).Frontiers of entrepreneurship research[C].Wellesley,MA:Babson College,2003.
[8]Gartner,W B,and Liao,J.Cents and sensemaking in pre-venture business planning:Evidence from the panel study of entrepreneurial dynamics[A].in Bygrave,W D,Brush,C G,Davidsson,P,and Fiet,J(Eds.).Frontiers of entrepreneurship research[C].Wellesley,MA:Babson College,2005.
[9]Honig,B,and Karlsson,T.Institutional forces and the written business plan[J].Journal of Management,2004,30(1):29-48.
[10]Castrogiovanni,G.Pre-startup planning and the survival of new small businesses:Theoretical linkages[J].Journal of Management,1996,22(6):801-822.
[11]Carter,N,Gartner,W,and Reynolds,P.Exploring start-up event sequences[J].Journal of Business Venturing,1996,11(3):151-166.
[12]Risseeuw,P,and Masurel,E.The role of planning in small firms:Empirical evidence from a service industry[J].Small Business Eco-nomics,1994,6(4):313-322.
[13]Hmieleski,K M,and Corbett,A C.Proclivity for improvisation as a predictor of entrepreneurial intentions[J].Journal of Small Busi-ness Management,2005,44(1):45-63.
[14]Baker,T,Miner,A,and Eesley,D.Improvising firms:Bricolage,account giving,and improvisational competency in the foundingprocess[J].Research Policy,2003,32(2):255-276.
[15]Vera,D,and Crossan,M.Improvisation and innovative performance in teams[J].Organization Science,2005,16(3):203-224.
[16]Miner,A S,Bassoff,P,and Moorman,C.Organizational improvisation and learning:A field study[J].Administrative ScienceQuarterly,2001,46(2):304-337.
[17]Ji,C,and Jing,M.The role of improvisation in entrepreneurial process[R].Engineering Management Conference Proceedings,2005.
[18]Venkataraman,S.The distinctive domain of entrepreneurship research:An editor’s perspective[A].in Katz,J,and Brockhaus,R(Eds.).Advances in entrepreneurship,firm emergence,and growth[C].Greenwich:JAI Press,1997.
[19]McGrath,R G,and MacMillan,I C.Discovery-driven planning[J].Harvard Business Review,1995,73(4):44-54.
引用本文
薛红志, 牛芳. 国外创业计划研究前沿探析[J]. 外国经济与管理, 2009, 31(2): 1–7.
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