Critical methodological considerations for entrepreneurial cognition research

Narayanan, V. K.; Zane, Lee J.; Liguori, Eric W.

doi:10.1080/00472778.2020.1799634

Cited by 11 publications

(11 citation statements)

References 113 publications

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“…Secondly, knowing the grades achieved in the course could spur student biases in their Meeting points of transactive memory systems reported attitudes and evaluations (Cho et al, 2015). Also, this study complies with recommendations from Narayanan et al (2021) to limit recall bias by asking participants to recount events no longer than three years before the survey was administrated. The soundness of the responses is affirmed since each student had an acceptable level of answer dispersion and no student finished the questionnaire below the minimum estimated time for completion.…”

Section: Research Methodology 31 Sample Configurationmentioning

confidence: 58%

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The meeting points of team entrepreneurial passion, transactive memory systems and team performance: examining mediation and necessity effects

Horvatinović,

Mikic,

Dabić

2024

IJEBR

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PurposeTo support the advancement of an underrepresented category of research in the field of entrepreneurial teams, this study proposes and tests a novel empirical model that connects two team emergent states, namely team entrepreneurial passion (TEP) and transactive memory systems (TMSs), and their influence on team performance.Design/methodology/approachThe data were gathered using an online questionnaire distributed to undergraduate students who had formed entrepreneurial teams as part of a course assignment. Two methods were executed on the obtained data, namely partial least-square structural equation modelling (PLS-SEM) and necessary condition analysis (NCA).FindingsThe results uphold the hypothesised mediation role of TMSs between TEP and team performance. Of the two direct relations in the model, only the necessary conditions were present for the effect of TEP on TMSs.Research limitations/implicationsThe issue of the small sample size, a common feature in entrepreneurial team research, as discussed in the methodical section of the paper, is sidestepped with the use of PLS-SEM tools. Nonetheless, a larger sample size could have increased confidence in the results' validity. In addition, a longitudinal approach to data collection and analysis could have been used to augment that confidence further.Practical implicationsThree practical implications stem from the empirical findings. First, it lends support for implementing teaching approaches and task designs that are envisaged to improve team functioning in university classrooms. Making a business plan boosts students' desire to exploit the received knowledge and find a venture, so the teaching effort in entrepreneurship courses can have real-world consequences.Originality/valueBy testing the mediation model, new insights are made into the associations between team emerging states and, subsequently, team performance. In addition, this study responds to recent calls in the literature to incorporate NCA in an entrepreneurial setting.

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Section: Research Methodology 31 Sample Configurationmentioning

confidence: 58%

“…, 2015). Also, this study complies with recommendations from Narayanan et al. (2021) to limit recall bias by asking participants to recount events no longer than three years before the survey was administrated.…”

Section: Methodsmentioning

confidence: 80%

The meeting points of team entrepreneurial passion, transactive memory systems and team performance: examining mediation and necessity effects

Horvatinović,

Mikic,

Dabić

2024

IJEBR

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Section: Entrepreneurial Alertness and Entrepreneurial Opportunities ...mentioning

confidence: 99%

“…Evaluation and judgment refer to the cognitive activity of new ventures to use their existing knowledge base and entrepreneurial cognition to deeply examine whether they have potential business opportunities by analyzing the possible application value of further information (Kadile and Biraglia, 2022 ). In the entrepreneurial process, as entrepreneurs need to face objective and complex information, purposeless and unsupported selection and utilization of information and resources will waste too much time and energy (de Carolis and Saparito, 2006 ; Narayanan et al, 2021 ), failing to identify potential opportunities or missed opportunities due to “windows of opportunity”. Evaluation and judgment are like a filter that helps entrepreneurs filter out more useless information and keep their energy focused on valuable information related to market trends (Pirhadi et al, 2021 ), which helps entrepreneurs accurately identify potential opportunities (Tang et al, 2012 ).…”

Section: Theoretical Basis and Research Hypothesesmentioning

confidence: 99%

Impact of different types of entrepreneurial alertness on entrepreneurial opportunities identification

Jiang

et al. 2022

Front. Psychol.

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In the context of resource constraints, how different dimensions of entrepreneurial alertness affect the entrepreneurial opportunity recognition of new ventures is an important issue worth studying. From entrepreneurial cognition theory and bricolage theory perspectives, we systematically investigate the intrinsic relationships among entrepreneurial alertness, entrepreneurial bricolage, entrepreneurial passion, and entrepreneurial opportunity recognition. Further, it explored the intrinsic mechanism of role in exploring entrepreneurial opportunity recognition. This study applied stepwise regression analyses and the Bootstrap method to test the hypotheses on a sample of 295 questionnaires of the new venture. The findings revealed that entrepreneurial alertness is positively related to entrepreneurial opportunity recognition. Entrepreneurial bricolage is positively related to entrepreneurial opportunity recognition. Entrepreneurial bricolage partially mediates between entrepreneurial alertness and entrepreneurial opportunity recognition. Entrepreneurial passion positively moderates the relationship between entrepreneurial bricolage and entrepreneurial opportunity identification. The study guides new ventures to enhance entrepreneurial alertness and reasonably use entrepreneurial bricolage to explore entrepreneurial opportunities.

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“…This concept is usually used to explain diagnostic errors in treatment and decision-making behaviors by public administrators (Dudley and Xie, 2020;Monteiro et al, 2020). Recent research has explored entrepreneurs' cognitive biases (Narayanan et al, 2020;Sarasvathy et al, 2013). Entrepreneurs' cognitive biases, such as attributing failures to external factors or regarding them as harm or loss, can hamper learning (Liu et al, 2019).…”

Section: Moderating Effect Of Entrepreneurial Experiencementioning

confidence: 99%

Size, entrepreneurial experience and organizational decentralization

Gu¹,

Lin²

2021

CMS

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Purpose Based on the cognitive bias theory, this study aims to explore the relationship among the size of new ventures, entrepreneurial experience and organizational decentralization. Design/methodology/approach This study uses 175 entrepreneurial companies in the Bohai Bay Rim as samples. The hypotheses are tested through partial least squares (PLS). Findings A clear positive relationship is found between size and organizational decentralization, and entrepreneurial experience is found to have a negative effect on this relationship. Research limitations/implications The influences of other variables at the organizational level on organizational decentralization are not taken into consideration, and the measurement of entrepreneurial experience is not accurate enough. Practical implications This study also has practical implications. Compared with inexperienced entrepreneurs, experienced entrepreneurs do not always have many advantages. Entrepreneurs should decentralize power at the right time in the process of expanding their businesses and continuously reflect and learn, instead of exaggerating their own intelligence, consequently making more rational decisions. Originality/value This study has three theoretical implications. First, it provides a theoretical implication for understanding the characteristics of changes in the organizational decentralization of new ventures, which enriches the literature on organizational decentralization in the field of entrepreneurship. Second, it derives theoretical implications for understanding the role of organizational size in organizational development. Third, this study, which applies the cognitive bias theory to assess the effect of entrepreneurial experience, helps supplement existing research on the relationship between entrepreneurial experience and new ventures.

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Critical methodological considerations for entrepreneurial cognition research

Cited by 11 publications

References 113 publications

The meeting points of team entrepreneurial passion, transactive memory systems and team performance: examining mediation and necessity effects

The meeting points of team entrepreneurial passion, transactive memory systems and team performance: examining mediation and necessity effects

Impact of different types of entrepreneurial alertness on entrepreneurial opportunities identification

Size, entrepreneurial experience and organizational decentralization

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