Doctor of Philosophy, Case Western Reserve University, 2019, Management

Entrepreneurs carry the mantle of simultaneously developing and managing relationships with multiple stakeholders and systems under varying conditions. This is entrepreneurial relationship management (ERM) function that entrepreneurs use to perceive, organize, implement, engage, maintain, and sustain relationships with multiple stakeholders, and to manage cross-functional relationships among different areas of business, both internally and externally. The ERM function is activated through entrepreneurial relationship management capabilities (ERMC). These capabilities are manifested in the habitual entrepreneurial relationship management practices (ERMP) of the entrepreneurs. Both the ERMC and ERMP represent a set of unique managerial resources that are central to business value creation, strategic actions, and effective business decision-making. This study seeks to better understand the capabilities and practices that underlie entrepreneurial relationship management and the conditions under which they are effective. A three-part exploratory sequential mixed methods approach was designed for the study. The qualitative study with 29 entrepreneurs and business leaders explores the entrepreneur-to-entrepreneur (E2E) ERM practices of business leaders in America and overseas. The study reveals that three practices—information behavior, interactive practices, and anxiety-uncertainty management practices—are key for E2E relationships. Study 2 uses survey data collected from 363 entrepreneurs and intrapreneurs to assess information behavior and interactive practices as predictors of entrepreneurial passion and action. The result confirms the two predictors as ERM practices. Study 3 uses data collected from 321 entrepreneurs to confirm and extend the results in Study 2. The process produced two additional practices—relational mutuality practices and relational attentiveness. It also confirmed relational anxiety-uncertainty management practices as a mediating factor. These (open full item for complete abstract)

Committee: Paul Salipante Professor Emeritus (Committee Chair); Kalle Lyyntinen Professor (Committee Member); Cola Philip Dr. (Committee Member); Aparna Katre Dr. (Committee Member) Subjects: Entrepreneurship; Information Systems; Management

Doctor of Management, Case Western Reserve University, 2022, Weatherhead School of Management

Latinos are the largest minority group in the United States. The number of Latino-owned firms has grown from 2.3 million in 2007 to 3.3 million in 2012, highlighting a 46.3% growth rate. Reports from 2017 estimate that Latino-owned firms create nearly 3.2 million American jobs and drive more than $2 trillion in GDP in the U.S. Despite their strong growth rates and growing contribution to the U.S. economy, only 3% of Latino-owned firms exceed $1 million in annual gross revenues—less than half the rate of White, non-Latino-owned firms. Much of the literature on Latino and ethnic entrepreneurs focuses on the barriers to growth the individual entrepreneurs and their firm's experience or their lack of resources such as economic or social capital. Our mixed-methods study—integrating qualitative and quantitative research findings—highlights differences in how Latino entrepreneurs of large, scaled firms differ in their approach when compared to Latino business owners of smaller firms. Moreover, we find differences in how Latino entrepreneurs approach sense of community, belongingness, and humility when operating their businesses, which differs from non-Latino, Anglo entrepreneurs in the U.S. While our qualitative findings highlight the salient traits—sense of community, belongingness, and humility—with Latino business owners of scaled firms, our quantitative findings show trends that highlight clear differences between Latinos and Anglo business owners. Also noted in our findings is that Anglos continue to financially outperform minority entrepreneurs, including Latinos.

Committee: Philip Cola Ph.D. (Advisor); Stephan Liozu Ph.D. (Advisor); Mike Stull DBA (Advisor); Corinne Coen Ph.D. (Advisor) Subjects: Business Administration; Business Community; Entrepreneurship; Ethnic Studies; Hispanic Americans; Management; Social Psychology; Social Research

Doctor of Philosophy (PhD), Ohio University, 2019, Individual Interdisciplinary Program

Angel investors provide billions of dollars in capital to entrepreneurs in the United States each year. The money provided to these early-stage companies is critical for growth and expansion of these young businesses with uncertain futures. As founders interact with angel investors and the groups they form to invest in such opportunities through due diligence, each party acts upon expectations generated from a process known as anticipatory socialization. This thesis investigates anticipatory socialization in the context of entrepreneurial learning from the perspectives of entrepreneurs and angel investors. Using a mix of interviews and a case study, this exploration of the social environment uncovers the various expectations guiding the due diligence process. A documentation analysis provides data on the stated criteria and goals that each angel investor group enters due diligence with. The result of these efforts produces comprehensive learning objectives useful to guide the development of an instructional device aimed at assisting students in better understanding the anticipatory socialization process in angel investing. Since due diligence and evaluation of founders begins much earlier than entrepreneurs expect, the entrepreneur should undertake their own due diligence to discover more about the expectations of angel investors. They also must engage in self-reflection to understand their own position within the social space.

Committee: David Moore Dr. (Committee Chair); Luke Pittaway Dr. (Committee Member); Ikenna Uzuegbunam Dr. (Committee Member); Kamile Geist Dr. (Other) Subjects: Educational Technology; Entrepreneurship

Doctor of Philosophy, University of Toledo, 2010, Curriculum and Instruction: Educational Technology

Numerous studies show that small business and entrepreneurism are vital to the health of our nation's economy. In fact, over the last decade, these types of ventures account for 70% of economic growth, 75% of new jobs, and represent 99% of all employers. However, there remains a high rate of failure in these ventures, with over 60% of them failing within 6 years. Studies show that one reason for this failure is that entrepreneurs fail to learn new knowledge/skills as their organizations grow.Unfortunately, only a limited number of studies have been conducted to investigate the learning process of entrepreneurs. The purpose of this descriptive ethnography was twofold: (1) explore the learning and development challenges experienced by entrepreneurs in the various phases of organizational growth, and (2) explore how entrepreneurs recognize the need to learn and develop plans to address the challenges. Once learning and development challenges, along with corresponding knowledge and skills, are identified, then learning solutions can be developed and offered to help entrepreneurs acquire them. This descriptive ethnography was conducted with nine entrepreneurs from Northwest Ohio and Southeastern Michigan. Results included primary themes of learning challenges and the knowledge/skills needed to overcome them. Means of recognizing the need to learn new knowledge/skills and learning tools to acquire them were identified. Finally, participants gave nine pieces of advice for fellow entrepreneurs. This study resulted in 14 findings regarding entrepreneurial learning. Recommendations were provided for entrepreneurs, learning solution providers, and lending institutions. Several additional recommendations for future research emerged from this study, which are noted.

Committee: Robert Sullivan PhD (Committee Chair); Clint Longenecker Phd (Committee Member); Sonny Ariss PhD (Committee Member); Robert Schultz PhD (Committee Member) Subjects: Business Education; Management; Organization Theory