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.

Entrepreneurial ecosystems command increasing attention from policy-makers, academics, and practitioners, yet the phenomenon itself remains under-theorized. Specifically, the conceptual similarities and differences of entrepreneurial ecosystems relative to, e.g., clusters, ‘knowledge...

The 2005 Global Entrepreneurship Monitor (GEM) reportfocuses on high-expectation entrepreneurship on a global scale.High-expectation entrepreneurial activity refers to entrepreneurial firms, bothnascent and new, that expect to achieve rapid growth in employment size. Data were collected from 44...

The Global Entrepreneurship Monitor (GEM) programfocuses on entrepreneurship and the impact it has on a nation's economic growthand employment opportunities.The process through which GEM was created isdescribed, including details regarding data collection. For the GEM, entrepreneurs are defined...