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dc.contributor.advisorSchmidt, Stuart M.
dc.creatorCorey, Michael
dc.date.accessioned2021-05-24T18:48:40Z
dc.date.available2021-05-24T18:48:40Z
dc.date.issued2021
dc.identifier.urihttp://hdl.handle.net/20.500.12613/6505
dc.description.abstractSmall businesses are an important engine of economic growth and are essential to the stability and health of the national and global economies. U.S. Census Bureau data show that small businesses have poor survival rates, however. The literature on organizational failure contains no generally agreed-on list of the variables that separate success from failure. Although external factors are beyond a company’s control, internal factors such as business practices, management teams, and choice of business model are within its influence, and an effective board of directors can address many of the internal factors that cause failure.The majority of the literature focuses on the boards of large, publicly listed companies. The unique needs of owner-manager companies (OMCs), which are generally synonymous with small business, have not been studied sufficiently. Without a legal requirement for a board of directors, some OMCs establish panels of advisors. Using a quantitative method, the first study investigated the impact of the specific knowledge and experience that advisors possess on the performance of OMCs, as moderated by the company’s stage of growth. One key finding of this study is that the early stage of growth, managerial experience has a positive relationship to both measures of OMC performance and entrepreneurial experience has a negative relationship to both. The study also provided evidence that the impact of experience and knowledge on OMC performance is moderated by the company’s current stage of growth. The second study further explored the key findings of the quantitative study using a qualitative method. A series of thirty-two semi-structured interviews were conducted with owner-mangers and advisors. The second study corroborated the importance of managerial experience to both measures of OMC performance in the early stages of a company’s development. It also corroborated the negative relationship of entrepreneurial experience to one measure of OMC performance but contradicted its negative relationship to the other. This mixed-methods approach provided a deeper understanding of the actions that owner-managers take and how those ultimately affect OMC performance.
dc.format.extent176 pages
dc.language.isoeng
dc.publisherTemple University. Libraries
dc.relation.ispartofTheses and Dissertations
dc.rightsIN COPYRIGHT- This Rights Statement can be used for an Item that is in copyright. Using this statement implies that the organization making this Item available has determined that the Item is in copyright and either is the rights-holder, has obtained permission from the rights-holder(s) to make their Work(s) available, or makes the Item available under an exception or limitation to copyright (including Fair Use) that entitles it to make the Item available.
dc.rights.urihttp://rightsstatements.org/vocab/InC/1.0/
dc.subjectEntrepreneurship
dc.subjectManagement
dc.subjectAdvisory board
dc.subjectBoard of directors
dc.subjectEntrepreneurship
dc.subjectOwner-managed
dc.subjectOwner-manager
dc.subjectPerformance
dc.titleTHE IMPACT OF ADVISORS’ KNOWLEDGE AND EXPERIENCE ON THE PERFORMANCE OF OWNER-MANAGER COMPANIES
dc.typeText
dc.type.genreThesis/Dissertation
dc.contributor.committeememberDi Benedetto, C. Anthony
dc.contributor.committeememberWray, Matt, 1964-
dc.contributor.committeememberMarram, Edward P.
dc.description.departmentBusiness Administration/Interdisciplinary
dc.relation.doihttp://dx.doi.org/10.34944/dspace/6487
dc.ada.noteFor Americans with Disabilities Act (ADA) accommodation, including help with reading this content, please contact scholarshare@temple.edu
dc.description.degreeD.B.A.
dc.identifier.proqst14406
dc.creator.orcid0000-0003-2875-6558
dc.date.updated2021-05-19T16:08:58Z
refterms.dateFOA2021-05-24T18:48:40Z
dc.identifier.filenameCorey_temple_0225E_14406.pdf


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