- Research Handbooks in Business and Management series
Edited by Dawn R. DeTienne and Karl Wennberg
Chapter 10: Social ventures: exploring entrepreneurial exit strategies with a structuration lens
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).
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.