OECD and Euro stat (2007) has also noted some of the entrepreneurial per-formance indicators on firms; they described four perper-formance indicators in a business; as (a) the birthrate of firm and the death rate, of new firm (b) firm survival (c) employment in new firms and (d) competitive contribution
28 2.2.1 Birth and death Rate of New firms
The establishment or opening of a new business is always a trend that will continue to make entrepreneurs who they are today. But, these trends always come at a cost with some entrepreneurs lagging behind some unavoidable ap-pearance of business operation each day. The birth of new firms generates a segment of employment growth each month in every nation’s calendar. How-ever, there have been several researches focusing on the survival and death rate of new firms. Birch, (1979) and Acs and Audrestch, (1985) small firms create more jobs than big firms but the major factors affecting the survival and the birth of new firms has been focused mainly on several issues concerning operat-ing a new business. For example, environmental factors such as HR, harsh mar-ket conditions, rules and regulations, finance and technology, these include both in the internal and external environment, and financial factors such as ef-fect of bank loan, debts, and other financial constrains etc. However, because of high failure rate in new business there also has been a lot of attention in the ef-fect of entrepreneurial success (Cooper et al, 1988; Storey, 1994; Cooper et al, 1994; Reid 1991; Van Praag, 2003 and Astebro & Bernhardt, 2003). All the same, access to finance is often stressed as a determinant for the performance of new firms birth and death rate in general (Cooper et al, 1992 and 1994).
2.2.2 Firm Survival
Survival rate among firms has been described to between 3 to 5years old of business existence and with the proportion of younger firm survival still be-tween 3 or 5years (OECD and Euro stat, 2007). but often during startup found-ers of new firms make several decisions prior to launching of the new business (Reynolds & White 1992), but, often these decisions represents the ‘’Gestation’’
process whereby the founders commit resources, identify their target market, and even determine attributes of the product or services as well as organizing the management of the firms internal and external activities (Stearns et al, 1995).
According to, Stearns et al, (1995) the reliability of firm survival can be often traced to resource commitment that constrain founders of new business in their ability for change or miscalculation in establishing the firm. They examined 3 factors that reflect commitment of resources based on decision during gestation stage of the business as (a) physical location of the firm as a place of business (b) Strategic focus of the firm as a method of competing for resources in the envi-ronment and (3) industry affiliation that defines the core technology of the firm.
Thus the discontinuance operation of new firms operations is higher than the old firms. Discontinuance of new firm maybe as a result of the individuals characteristics of the founders, such as structural characteristics of the new firm and the condition of the environment that impacted the new firms effort to deliver a good service to the market (Bruderl et. al, 1992).
Research on this area has focused on the founders as a key factor in influencing new firm continued existence and success (Cooper, 1991). Although, studies
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suggest that personality traits such as leadership or social relationships of founders contribute to new firm survival. Gartner's, (1998) argument on the be-havioral traits of an entrepreneur revealed that the trait approach of is seen as a personality trait and the characteristics of an entrepreneurs. But he emphasized that, some of the trait approach that dominated entrepreneurship research such need for achievement, locus of control, risk taking and values has clearly distin-guishes entrepreneurs and non entrepreneurs. However, some people believe that at the beginning of new firm creation process that the founders are uncer-tain of ceruncer-tain decisions that may influence firm performance. However, Stearns et al, (1995) emphasized on the internal condition of the firm, they revealed that firm survival depends on the location, strategy and interaction of industry in other for a firm to survival. In line with this consideration, for a firm to survive in business it’s necessary for the founder to fully understand the environment of business to get adequate measure in keeping the business alive.
2.2.3 Employment in New Firms
Research comparing male and female business ownership has consistently found women to be younger and operating newer businesses and their business to be smaller in terms of annual turnover and employment size (Carter, 2006).
However, (Carroll et. al, 2000; Cowling et al, 2004 and Millan, 2008) investigat-ed decision to become an employer, while (Burke et. al, 2002; Van-Praag and Cramer, 2001) investigated the decision to hire a certain number of employees.
Henley, (2005) investigated the decisions, but does so within the framework.
OECD and Euro-stat, (2007) investigated business ownership rate among start-ups and in total firm population they found out that employment rate was within 3 and 5years old firms with average firm size by employees after 3 or 5years with the population of more adults in new firm start-up per month.
2.2.4 Competitive Contribution
The high rate of growth firms by employment and turnover are one of the numerous benefits or advantages of a firm’s competitive contribution to a firm’s performance. Others, also includes the value added contribution, productivity growth by size and age contributions as well as the propensity of export capaci-ty in new smaller firms. Thus, the profit margins and market shares are also indicators of a competitive performance which they present significant varia-tions among companies in the business environment.
OECD, (2007) has listed the following factors as determinants in entrepre-neurship {market condition, access to finance, technology infrastructure R&D, entrepreneurial culture, rules and regulations as well as supply of neurial spirit} these six determinants are thought to have influenced
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neurial performance. They are often seen as being influenced by micro econom-ics policies among national boundaries which affects individuals and compa-nies. For instance, unstable political government of a nation can affect the mar-ket condition of a country’s entrepreneurial potentials as well as regulatory framework on foreign assets, taxation, competition, and firms export capabili-ties. Other, political influence can also decrease access to the financial sector and hampering the financial and capital access of entrepreneurs. Also, determi-nants of entrepreneurship at individual level can also cause unemployment rates which can also increase the probability of individuals starting a business.
However, labour market condition is the major determinant of entrepreneur-ship (Fairlie, 2011). Thus, all determinants can to some or high degree influence entrepreneurial performance depending on amount of focus that is put upon different determinants (Larsen & Wraa-Hansen, 2012).
However, its impact in the society will also be great: because job creation can give the ability for people to receive better jobs, reducing poverty, reducing informal sectors, and help create opportunity for satisfied jobs. Another is eco-nomic growth can help in the creation of lead markets, SME's competitiveness and ecological-growth. Productivity and growth can help to creating room for globalization challenges being mastered & the ability to adapt to technological changes being utilized, and growth of workforce flexibility as well as creating the opportunity to stopped better emigration of talents. Finally studies by (Ah-med & Hoffman, 2008) argued that these four frameworks for addressing and measuring the impact of entrepreneurship may vary between countries and their economic situations. However, the economic determinants of any nation are able to clarify if investments in entrepreneurial activity are favorable. The next section explains the entrepreneurial orientation and how it is linked to per-formance with relevant literatures.