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    Assessing Entrepreneurial Orientation in the Instructional Setting: Testing a Model
    (Ryerson Polytechnical Institute, 1987) Cachon, Jean-Charles; Cotton, Barry
    This paper reports the initial investigation of the possibility of identifying an entrepreneurial orientation among subjects who have undergone a venture identification and creation experience. The basis for the development of the measurement model were characteristics identified from the literature as forming the emerging entrepreneur paradigm. The purpose of the longitudinal research is to establish a methodology for the identification of people possessing entrepreneurial potential and whose further development could then be encouraged. Variables in the model which proved to be predictors of entrepreneurial orientation included Locus of Control which is a very strong entrepreneurial orientation. Attitude Towards Risk proved to be a predictor of a general interest in entrepreneurial activities, supporting findings in the literature. Significantly, a new variable was identified out of scales measuring Personal Objectives (PO). A strong link was found between the nature of personal skill advantages, objectives and interests fulfilled during the experimental project and entrepreneurial orientation. SOMMAIRE Cet article rend compte de travaux initiaux sur la determination de l'esprit d'entreprise de sujets qui ont fait une experience supposant la prise de risques et un recours à la création. Le modèle de mesure a été élaboré à partir de caractéristiques trouvées dans les livres pertinents sur ce qui constitue l'archetype de l'entrepreneur en puissance. La recherche longitudinale vise a trouver des méthodes pour déterminer les personnes douées d'un esprit d'entreprise dont on peut favoriser le développement. Parmi les variables du modèle qui se sont révélées être des indices d'esprit d'entreprise, figure le "lieu géométrique d'autorité", un critère très important. II s'est avéré que l'attitude face au risque était un indice d'intérêt général pour les activités reliées à l'esprit d'entreprise, ce qui corrobore les constatations des écrits sur la question. Une nouvelle variable a été dégagée des échelles qui mesurent les objectifs personnels(OP). On a, en effet, découvert un lien étroit entre les aptitudes, les objectifs et les intérêts personnels concrétisés au cours du projet expérimental, d'une part, et l'esprit d'entreprise, d'autre part.
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    Resisting the Giants: Small Retail Entrepreneurs vs. Mega-Retailers - An Empirical Study
    (2007) Cotton, Barry; Cachon, Jean-Charles
    Mega-retailers are widely criticized as causing devastation among smaller retailers, particularly in mid-sized markets in the United States. Others argue that small retailers can survive “in the shadow of the retail giants,” by offering levels of customer service that the mega-retailers can’t provide due to their very size. This paper reports the findings of an empirical study of the perceived impact of the recent opening of box-retailers, such as Costco and Home Depot on locally owned/operated small retailers in the northeastern Ontario city of Greater Sudbury, Canada from 1999 to 2003. The sample included 78 smaller store owners, on average in operation for the last 21 years. Aggregate results confirmed the hypotheses that small retailers suffered lower sales and clientele since the arrival of mega-retailers, and could clearly identify their and mega-retailers’ respective competitive advantages and disadvantages as compared to each other. Respondents had a significant perception of having an advantage over their mega-competitors in the areas of Store Cleanliness, Value for the Customer, Products’ Quality, and Store Layout. While a number of respondents suffered lower sales, about one-third of them (the Resisting Retailers) had average sales growth of over 21%. Differentiation and Niche Marketing were the main aspects of a successful competing strategy adopted by resisting retailers against mega-retailers. Some of the strategic moves adopted by resisting retailers amounted to a “Vacuum Strategy,” which includes the refusal to carry brands available at mega-stores, and the refusal to service such brands or to have anything to do with megaretailers, refusing any alliance with them and making it known to customers.