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We draw upon strategic management theory, organizational behavior theory, organization theory, and entrepreneurship models to form an integrated model of venture growth including 17 concepts from 5 micro/macro research domains. The model was tested with responses from 307 companies from the architectural woodworking industry. CEO’s specific competencies and motivation, and competitive strategies, were direct predictors of venture growth. CEO’s traits and general competencies, and the environment had significant indirect effects. 3 This research explores the causes of venture growth. Past entrepreneurship research has often studied individual differences (Begley & Boyd, 1987), strategic management concepts (McDougall, Robinson, & DeNisi, 1992), and organization theory concepts (Aldrich & Wiedenmayer, 1993) as isolated causes of venture performance. More recent studies propose that individual, organizational, and environmental dimensions combine to provide a more comprehensive prediction of venture development and growth than any one dimension in
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Baum et al. (2001) studied this question.
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