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The process of entrepreneurship: a managerial and organizational journey

Research output: Contribution to book/anthology/report/proceedingBook chapterResearch

  • Department of Management
  • Management of Innovation and Change
Growing a technology-based new venture is a complex process because these ventures are embedded in turbulent environments that require fast organisational and managerial transformation. This chapter addresses the evolutionary process of such ventures. It seeks to provide insight into the link between organisational growth and managerial role transformation in technology-based new ventures. The chapter begins by reviewing existing literature on organisational growth patterns and establishing a link to managerial roles in order to elucidate the basic premises of the study. The chapter then explores the following questions: (1) what role changes do technology-based new venture managers undergo and (2) how are these linked to organisational development. This part builds on qualitative, prospective data encompassing 24 cases in the IT and biotech/medico sectors between one and four years of age. In general, the data show that entrepreneurial managers are aware of the need to change. More specifically the data supports that hiring of employees necessitates change. Bringing in CEOs from the outside also affects the need for role transition. The chapter concludes by offering a framework for understanding the link between organisational growth and managerial role transformation.
Original languageEnglish
Title of host publicationNew Movements in Entrepreneurship
EditorsC. Steyaert, D. Hjorth (eds)
Number of pages17
Place of publicationLondon
PublisherEdward Elgar Publishing
Publication year2003
Pagess. 160-176
Publication statusPublished - 2003

    Research areas

  • Entrepreneurship, Change, Growth

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