Complexity dynamics of nascent entrepreneurship

Lichtenstein, Benyamin; Carter, Nancy M.; Dooley, Kevin; Gartner, William B.

doi:10.1016/j.jbusvent.2006.06.001

Cited by 301 publications

(263 citation statements)

References 79 publications

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“…This is surprising as a past crossnational study found support for an equivalent relationship in which socially-supportive cultural norms impacted entrepreneurial self-efficacy and business creation efforts in turn (Dimov, 2010;Davidsson and Gordon, 2011;Lichtenstein et al,. 2007).…”

Section: Discussionmentioning

confidence: 91%

“…Gartner and Carter (2003) and Lichtenstein et al (2007) suggest including only entrepreneurs who reported first activity within 24 months prior to the first interview. Their approach is similar to Delmar and Shane (2003), who, to accommodate potential censoring and selection biases, included only start-ups that underwent activities within the year of the interview.…”

Section: Dependent Variable: Completion Of Entrepreneurial Organizingmentioning

confidence: 99%

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The influence of socio-cultural environments on the performance of nascent entrepreneurs: Community culture, motivation, self-efficacy and start-up success

Hopp

Stephan

2012

Entrepreneurship & Regional Development

174

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Mushroom Lane, Sheffield, S10 2TN, United Kingdom +44 (0)114.222 32 86 u.stephan@sheffield.ac.uk *Both authors contributed equally to this manuscript and are listed in alphabetical order. Acknowledgements:We thank Ian Macdonald and Tomasz Mickiewicz for valuable comments. All errors remain our own. AbstractThe importance of informal institutions and in particular culture for entrepreneurship is a subject of ongoing interest. Past research has mostly concentrated on cross-national comparisons, cultural values, and the direct effects of culture on entrepreneurial behavior, but in the main found inconsistent results. The present research adds a fresh perspective to this research stream by turning attention to community-level culture and cultural norms. We hypothesize indirect effects of cultural norms on venture emergence. Specifically that community-level cultural norms (performance-based culture and socially-supportive institutional norms) impact important supply-side variables (entrepreneurial self-efficacy and entrepreneurial motivation) which in turn influence nascent entrepreneurs' success in creating operational ventures (venture emergence). We test our predictions on a unique longitudinal data set tracking nascent entrepreneurs venture creation efforts over a 5 year time span and find evidence supporting them. Our research contributes to a more fine-grained understanding of how culture, in particular perceptions of community cultural norms, influences venture emergence. Based on these findings we discuss how venture creation efforts can be supported.Our research highlights the embeddedness of entrepreneurial behavior and its immediate antecedent beliefs in the local, community context.

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Section: Discussionmentioning

confidence: 91%

Section: Dependent Variable: Completion Of Entrepreneurial Organizingmentioning

confidence: 99%

The influence of socio-cultural environments on the performance of nascent entrepreneurs: Community culture, motivation, self-efficacy and start-up success

Hopp

Stephan

2012

Entrepreneurship & Regional Development

174

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“…As one consequence, grand challenges are likely to be apprehended in multiple ways, depending on actors' identities and field positions. Or as Simon (1996: 215) explained: -How complex or simple a structure is depends critically upon the way in which we describe it.‖ Moreover, grand challenges are likely to be dynamic and nonlinear, comprised of an evolving set of interlocking issues and constraints (Maruyama, 1963;Senge, 1990), and thus, subject to feedback loops, phase shifts and other tipping points (Chiles, Meyer, & Hench, 2004;Lichtenstein, Carter, Dooley, & Gartner, 2007;Plowman et al, 2007). As a result, it is difficult to shift complex phenomena away from their current state, rendering many grand challenges remarkably immutable.…”

Section: Complexmentioning

confidence: 99%

Tackling Grand Challenges Pragmatically: Robust Action Revisited

Ferraro

Etzion

Gehman

2015

Organization Studies

860

1,029

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In this article, we theorize a novel approach to addressing the world’s grand challenges based on the philosophical tradition of American pragmatism and the sociological concept of robust action. Grounded in prior empirical organizational research, we identify three robust strategies that organizations can employ in tackling issues such as climate change and poverty alleviation: participatory architecture, multivocal inscriptions and distributed experimentation. We demonstrate how these strategies operate, the manner in which they are linked, the outcomes they generate, and why they are applicable for resolving grand challenges. We conclude by discussing our contributions to research on robust action and grand challenges, as well as some implications for research on stakeholder theory, institutional theory and theories of valuation

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“…Previous theoretical and empirical researches from different standpoints have improved our knowledge of new venture emergence (Gartner, 1985;Shook, Priem, & McGee, 2003;Brush, Manolova, & Edelman, 2008;Jones & Holt, 2008). However, it has also shown that this phenomenon is much more complex and heterogeneous than was thought (Lichtenstein, Carter, Dooley, & Gartner, 2007). The extant literature has not found consistent patterns that are common to all emerging organizations.…”

Section: Introductionmentioning

confidence: 99%

“…Factors in the four dimensions are interdependent to each other, forming various configurations that have non-linear effects on venturing outcomes (Lichtenstein et al, 2007). A question arises: what types of configurations best explain new venture emergence?…”

Section: Introductionmentioning

confidence: 99%

Entrepreneurs, Strategy, Venturing Process and Industry Environment: A Configurational Approach to New Venture Emergence

Ye¹

2017

IBR

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This study applied qualitative comparative analysis (QCA) as a viable method for new venture emergence. Through the inclusion of four-dimension variables from individuals, founding strategy, startup process, and environment, the study illuminates the importance of factor independence, factor interdependence, and factor complex causality in understanding new venture emergence. This study demonstrates the benefits of QCA approach to entrepreneurship research, a complement to the conventional variance-based approach. Limitations of QCA and future research directions are provided.

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Complexity dynamics of nascent entrepreneurship

Cited by 301 publications

References 79 publications

The influence of socio-cultural environments on the performance of nascent entrepreneurs: Community culture, motivation, self-efficacy and start-up success

The influence of socio-cultural environments on the performance of nascent entrepreneurs: Community culture, motivation, self-efficacy and start-up success

Tackling Grand Challenges Pragmatically: Robust Action Revisited

Entrepreneurs, Strategy, Venturing Process and Industry Environment: A Configurational Approach to New Venture Emergence

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