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    Resources: The effect of Top Management team characteristics and outside influences on the knowledge management of small entrepreneurial firms

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    Genre
    Thesis/Dissertation
    Date
    2009
    Author
    Bewaji, Tolulope
    Advisor
    Hamilton, Robert D. (Robert Devitt)
    Committee member
    Mudambi, Ram, 1954-
    Zeitz, Gerald Joseph, 1942-
    Blackstone, Erwin A., 1942-
    Di Benedetto, C. Anthony
    Department
    Business Administration
    Subject
    Business Administration, Management
    Knowledge Creation
    Knowledge Management
    Outside Influences
    Patents
    Top Management Team
    Permanent link to this record
    http://hdl.handle.net/20.500.12613/789
    
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    DOI
    http://dx.doi.org/10.34944/dspace/771
    Abstract
    This study examines small entrepreneurial firms and factors that influence their level of knowledge management and knowledge creation. The dissertation investigates the effect of top management team as a resource in small entrepreneurial firms. Stepping outside of the internal resources of a firm, this paper also delves into the effect of outside sources of capital and knowledge of firm knowledge creation. The paper enriches research on the factors that increase knowledge creation and knowledge management of small entrepreneurial firms. First, in response to evidence that Top Management Team (TMT) characteristics affect performance of high technology firms, this examined TMT average age, education and founder presence effect on the research and development (R&D) intensity, in a cross-sectional sample of software and pharmaceutical firms, with IPOs between the years 2002 and 2004. Average education is positively associated with R&D intensity. The interaction of TMT education and TMT average age negatively affects R&D intensity. TMT education in founders is positively associated with R&D intensity. The first set of results enriches extant research on TMT characteristics’ effect on R&D intensity, which ultimately affects firm performance. Continuing, extant research posits that the research and development (R&D) intensity of firms is highly correlated with knowledge creation as measured by patent citation. This paper argues that there are unexplained variables that moderate the effectiveness of research and development knowledge creation. Using the resource-based view, the top management team (TMT), is examined as an intangible asset. Hypotheses are developed on how high-technology firms’ creation of knowledge, operationalized as their patent citations output, is affected by the TMT characteristics of average age, education level, education background, founder presence, and TMT industry experience. The findings show that TMT education background and TMT industry experience are significant influences on firm patent citation. When controlling for the TMT variables, R&D intensity was not significantly related to patent citation. Finally, research on research and development intensity demonstrates a strong association with patents. At the same time, there is an unexplained gap in the move from research and development to patents in explaining innovation. Prior research assumes that internal resources are preeminent, ignoring the role of external factors. This paper reviews outside resources to assess their effect on patent citation and patent rates. It was found that partnerships with universities and firm geographic location improve innovative activity, whilst grants from the government and partnerships with large firms are not significantly associated with innovative activity. The Board of directors (BOD) has no significant impact on innovative activity. In terms of interaction effect, BOD has a negative interaction effect with geographic clusters. This paper enriches research on the outside resources that increase innovative activity.
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      THE IMPACT OF ADVISORS’ KNOWLEDGE AND EXPERIENCE ON THE PERFORMANCE OF OWNER-MANAGER COMPANIES

      Schmidt, Stuart M.; Di Benedetto, C. Anthony; Wray, Matt, 1964-; Marram, Edward P. (Temple University. Libraries, 2021)
      Small 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.
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