Type of entrepreneur, type of firm, and managerial motivation: Implications for organizational life cycle theory
Article first published online: 7 NOV 2006
Copyright © 1983 John Wiley & Sons, Ltd.
Strategic Management Journal
Volume 4, Issue 4, pages 325–340, October/December 1983
How to Cite
Smith, N. R. and Miner, J. B. (1983), Type of entrepreneur, type of firm, and managerial motivation: Implications for organizational life cycle theory. Strat. Mgmt. J., 4: 325–340. doi: 10.1002/smj.4250040404
- Issue published online: 7 NOV 2006
- Article first published online: 7 NOV 2006
- Manuscript Revised: 7 DEC 1982
- Manuscript Received: 21 NOV 1981
Miner Sentence Completion Scale measures of managerial motivation for a sample of Oregon entrepreneurs were compared with interview data on entrepreneur and firm type using a system of differentiation derived from the Enterprising Man (Collins, Moore and Unwalla, 1964) research. Certain relationships between aspects of managerial motivation and firm expansion and growth were found. In addition, the overall level of managerial motivation among the entrepreneurs relative to corporate managers was found to be low, and the previously noted association between an opportunistic entrepreneurial type and growthoriented firms was confirmed. These findings are discussed in the context of organizational life cycle theory with special reference to the early stages of transition from entrepreneurial to bureaucratic forms and various typologies of entrepreneurs. It appears that under certain circumstances growth may not require a shift in leadership style, but that in some important respects entrepreneurial and bureaucratic systems are managerially distinct.