Research Handbook of Entrepreneurial Exit
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Research Handbook of Entrepreneurial Exit

Edited by Dawn R. DeTienne and Karl Wennberg

With contributions from authors around the globe, Research Handbook of Entrepreneurial Exit explores this most important phenomenon in the entrepreneurial journey. This book presents a comprehensive review of the current issues in entrepreneurial exits, and provides theoretical and methodological insights for future research. It explores the historical perspective and discusses topics such as gender and exit, retirement, psychological barriers, emotional aspects, venture capital funding firm relocation and exit from social ventures.
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Chapter 10: Social ventures: exploring entrepreneurial exit strategies with a structuration lens

Yolanda Sarason and Grace Hanley


The concept of entrepreneurial exits has only recently developed as a stream of research in the entrepreneurship literature. For example, Shane and Venkataraman (2000) describe the entrepreneurial process as the discovery, evaluation and exploitation of opportunities, but do not mention exits in their highly influential framework. More recent work has begun to explore the idea of entrepreneurs exiting the businesses they created to exploit the opportunities that Shane and Venkataraman’s (2000) framework described. Entrepreneurial exits are defined as ‘the process by which the founders of privately held firms leave the firm they helped to create; thereby removing themselves, in varying degree, from the primary ownership and decision-making structure of the firm’ (DeTienne, 2010: 204). Research on entrepreneurial exits has generally revolved around the following ideas: poor performance leading to exits (for example, Balcaen et al., 2012), strong performance leading to exits (for example, Wennberg et al., 2010), entrepreneurial harvests (for example, Brau et al., 2010), and entrepreneurial successions (for example, Salvato et al., 2010).

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