Interdependencies in the Dynamics of Firm Entry and Exit

This paper investigates the interdependence between firm entry and exit from an industrial dynamics perspective. The paper discusses how entry and exit rates in industrial sectors are affected by previous exit and entry rates. Economic theory presents two different approaches to how entry and exit of firms are interrelated, the multiplier effect and the competition effect. This paper intends to investigate which force is the predominant one, for entry and exit patterns, respectively. The empirical analysis is based on data for 25 Swedish manufacturing industries at the 2-digit SIC level, during the period 1991–2000. In the estimation work the study applies a dynamic panel data approach as suggested by Anderson and Hsiao [Journal of the American Statistical Association, 76:598–606, 1981 ] and Arellano and Bond [Review of Economic Studies, 58(2):277–297, 1991 ]. With respect to entry, the empirical results support the multiplier effect such that entry stimulates future entry, but also a competition effect such that past exit induces additional entry. With regard to exit, on the other hand, the competition effect rules, implying that previous entry causes subsequent exit and previous exit reduces subsequent exit. Copyright Springer Science + Business Media, LLC 2007entry, exit, dynamic panel data, L1, C33,

Success and Risk Factors in the Pre-Startup Phase

Why does one person actually succeed in starting a business, while a second person gives up? In order to answer this question, a sample of 517 nascent entrepreneurs (people in the process of setting up a business) was followed over a 3-year period. After this period, it was established that 195 efforts were successful and that 115 start up efforts were abandoned. Our research focuses on estimating the relative importance of a variety of approaches and variables in explaining pre-start-up success. These influences are organized in terms of Gartner’s (1985) framework of new venture creation. This framework suggests that start-up efforts differ in terms of the characteristics of the individual(s) who start the venture, the organization that they create, the environment surrounding the new venture, and the process by which the new venture is started. Logistic regression analyses are run for the sample as a whole as well as for subgroups within the sample, namely for those with high ambition versus low ambition and for those with substantial versus limited experience. The results point to the importance of perceived risk of the market as a predictor of getting started versus abandoning the start up effort. Copyright Springer 2006performance, survival, nascent entrepreneurs, start-ups, M13,