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ICC Advance Access originally published online on October 17, 2008
Industrial and Corporate Change 2008 17(6):1113-1145; doi:10.1093/icc/dtn044
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© The Author 2008. Published by Oxford University Press on behalf of Associazione ICC. All rights reserved.

Determinants of entrepreneurial engagement levels in Europe and the US

Isabel Grilo and Roy Thurik

Correspondence: Isabelo Grilo, DG Enterprise and Industry, European Commission, B-1049, Brussels, Belgium, GREMARS, Université de Lille 3, France, and CORE, Université Catholique de Louvain, Belgium. e-mail: isabel.grilo{at}ec.europa.eu

Correspondence: Roy Thurik, Centre for Advanced Small Business Economics, Erasmus School of Economics, Erasmus University Rotterdam, P.O. Box 1738, 3000 DR Rotterdam, EIM Business and Policy Research, P.O. Box 7001, 2701 AA Zoetermeer, The Netherlands and Max Planck Institute of Economics, Jena, Germany. e-mail: thurik{at}few.eur.nl

In this article, the process of the entrepreneurial decision is decomposed in seven engagement levels ranging from "never thought about starting a business" to "gave up," "thinking about it," "taking steps for starting up," "having a young business," "having an older business," and "no longer being an entrepreneur." By using a multinomial logit model, we allow the effect of covariates to differ across the various entrepreneurial engagement levels. Data from two Entrepreneurship Flash Eurobarometer surveys (2002 and 2003) containing over 20,000 observations of the 15 old EU Member States, Norway, Iceland, Liechtenstein, and the United States are used. Other than demographic variables, the set of explanatory variables used includes the perception by respondents of administrative complexities, of availability of financial support, and of risk tolerance, the respondents’ preference for self-employment and country-specific effects. Among our results, we find that the perception of lack of financial support has no discriminative effect across the various levels of entrepreneurial engagement while perception of administrative complexities plays a negative role only for high levels of engagement.


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