More than half of all attempts to start a business fail. In a quest to help explain the variance in this phenomenon, we develop and test hypotheses related to the role that the objective environment, entrepreneurial perceptions, and start-up activities play in the new venture creation process....

1. Introduction -- 2. Individual-level influences -- 3. Firm- and team-level influences -- 4. External environmental influences -- 5. Relationships, networks, and social capital -- 6. Organizational learning -- 7. Capabilities -- 8. Orientation and strategy -- 9. Performance and innovation outcomes.

Although national culture is an important regulator of entrepreneurship, there is a dearth of studies that (i) explore the effects of national cultural practices on entrepreneurial behaviors by individuals; (ii) use appropriate multi-level research designs; (iii) consider the effects of culture...

This article is an introduction to the special issue from the 4th Global Entrepreneurship Monitor Research Conference held at Imperial College Business School, London, in 2010. The article has two objectives. The first is to summarize the history of the GEM consortium, some of the contributions...

We use data from the Global Entrepreneurship Monitor (GEM) and the Global Leadership and Organizational Behavior Effectiveness study (GLOBE) for 42 countries to investigate how the effects of individual’s self-efficacy and fear of failure on entrepreneurial entry are contingent on national...