Series editor(s): Professor Jerome Katz and Professor Andrew C. Corbett
Subject Area: Enterprise and Innovation
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|Title:||The role of family member support in entrepreneurial entry, continuance, and exit: An autoethnography|
|Author(s):||William R. Meek|
|Volume:||12 Editor(s): Alex Stewart, G.T. Lumpkin, Jerome A. Katz ISBN: 978-0-85724-097-2 eISBN: 978-0-85724-098-9|
|Citation:||William R. Meek (2010), The role of family member support in entrepreneurial entry, continuance, and exit: An autoethnography, in Alex Stewart, G.T. Lumpkin, Jerome A. Katz (ed.) Entrepreneurship and Family Business (Advances in Entrepreneurship, Firm Emergence and Growth, Volume 12), Emerald Group Publishing Limited, pp.87-111|
|DOI:||10.1108/S1074-7540(2010)0000012006 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Article type:||Chapter Item|
The decision of whether or not to start a new business is a question pondered by many people and something that about .004% of the U.S. population decides to do every month (Kauffman Foundation, 2005). This decision becomes more complicated with the involvement of family members. One would be hard pressed to find any business enterprise without some sort of family influence and involvement at some point in the start-up or ongoing operations of the business. While most entrepreneurship research points to legal, environmental, regulatory, technological, or demographic changes as triggers that spur individuals into action, the role of family influence in new business founding is often overshadowed or not addressed at all (Aldrich & Cliff, 2003).
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