The authors explore the effect of national culture on the mode of entry into entrepreneurship: namely starting versus taking over a business. Adopting an aggregate trait approach, they hypothesize that individualism and masculinity favour starting a business, whereas uncertainty avoidance and power distance (acceptance of hierarchy) favour taking over a business. Unexpectedly, their results suggest that people in countries with a relatively high power distance are less willing to opt for business takeovers rather than starting new ventures. An explanation for this could be sought in the reaction to an ‘un-entrepreneurial’ culture.
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Front Matter
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PART I: Entrepreneurship and formal and informal institutions
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PART II: Entrepreneurial choice, orientation and success
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PART III: Entrepreneurial behaviors
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PART IV: Entrepreneurial finance, growth and economic crises
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PART V: Entrepreneurship, social dimensions and outcomes
