“…First, our discussion highlights the complementarity between models of entrepreneurial action and the concept of ACAP in terms of the common emphasis on knowledge-either at the individual level or at the organizational level. When potential opportunities are developed and refined based on interactions with a social environment (e.g., Dimov, 2007;Shepherd, 2015), the information received from that environment is "filtered" based on the entrepreneur's or the venture's ACAP, thus influencing the future development of the potential opportunity. In turn, ACAP is developed through knowledge acquired based on feedback on the potential opportunity from the entrepreneurial environment.…”
Section: Resultsmentioning
confidence: 99%
“…To the extent that the entrepreneur (i.e., the mind) is able to absorb this new informationnamely, acquire, assimilate, transform, and exploit it-he or she can make additional refinements to the potential opportunity. Therefore, there is a mutual adjustment between the mind and the world through a potential opportunity (Shepherd, 2015;Chap. 2).…”
Section: Acap and Opportunity Generation And Refinementmentioning
confidence: 99%
“…These changes may be reflected in one or many of the capabilities and/or in the routines that connect these capabilities. The entrepreneurial process is a particularly appropriate context to explore these ideas because the potential opportunity is not the sole property of the mind as it changes through social interaction (Shepherd, 2015; see also Chap. 2).…”
Section: Acap and Opportunity Generation And Refinementmentioning
“…First, our discussion highlights the complementarity between models of entrepreneurial action and the concept of ACAP in terms of the common emphasis on knowledge-either at the individual level or at the organizational level. When potential opportunities are developed and refined based on interactions with a social environment (e.g., Dimov, 2007;Shepherd, 2015), the information received from that environment is "filtered" based on the entrepreneur's or the venture's ACAP, thus influencing the future development of the potential opportunity. In turn, ACAP is developed through knowledge acquired based on feedback on the potential opportunity from the entrepreneurial environment.…”
Section: Resultsmentioning
confidence: 99%
“…To the extent that the entrepreneur (i.e., the mind) is able to absorb this new informationnamely, acquire, assimilate, transform, and exploit it-he or she can make additional refinements to the potential opportunity. Therefore, there is a mutual adjustment between the mind and the world through a potential opportunity (Shepherd, 2015;Chap. 2).…”
Section: Acap and Opportunity Generation And Refinementmentioning
confidence: 99%
“…These changes may be reflected in one or many of the capabilities and/or in the routines that connect these capabilities. The entrepreneurial process is a particularly appropriate context to explore these ideas because the potential opportunity is not the sole property of the mind as it changes through social interaction (Shepherd, 2015; see also Chap. 2).…”
Section: Acap and Opportunity Generation And Refinementmentioning
“…The precursor to this book was the "Party On" paper (Shepherd, 2015), which challenged us, as scholars, to remain entrepreneurial and pursue areas of vitality (largely recounted in Chap. 2).…”
Section: Potential Research Opportunities and Research Methodsmentioning
confidence: 99%
“…2, we build on previous work (e.g., Shepherd, 2015) to investigate the central aspect of entrepreneurship-the opportunity-and build a deeper understanding of the possibilities of research from exploring (1) how the entrepreneurial process involves the mutual adjustment of the entrepreneur, a community of practice, and the nature of the potential opportunity over time; (2) how entrepreneurial activities inform and motivate opportunity beliefs as a micro-foundation of entrepreneurial action; (3) how entrepreneurial cognitions influence emotions and vice versa as a basis for a more dynamic and "hot" perspective of entrepreneurial thinking; and (4) how idiosyncratic motivations and knowledge can lead to entrepreneurial action that "does good" for others.…”
Section: Implications For Entrepreneurial Journalsmentioning
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