Enhancing simulation-based theory development in entrepreneurship through statistical validation

Breig, Roman; Coblenz, Maximilian; Pelz, Michael

doi:10.1016/j.jbvi.2018.02.003

Cited by 4 publications

(2 citation statements)

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“…( 4) Deductive theory papers typically have a less formulaic structure, but a few potential entrepreneurship exemplars include Miller et al (2012); Shepherd (2011a, 2011b); Sarasvathy (2001); and Shepherd et al (2017aShepherd et al ( , 2017b. Exemplars also exist for (5) multilevel studies (Shepherd, 2011;e.g., Breugst et al, 2020;Shepherd, 2009;Tracey et al, 2011;), (6) multiple study papers (e.g., Hsu et al, 2017;Peng et al, 2019), (7) formal models (e.g., Lévesque & Minniti, 2011;Lévesque et al, 2009), (8) simulations (Breig et al, 2018;e.g., Johnson et al, 2018;Welter & Kim, 2018), and (9) more abductive studies (Shepherd & Suddaby, 2017;e.g., Bullough & Renko, 2017;Mollick, 2014).…”

Section: Simple Rule 8: Don't Reinvent the Wheel; Use An Exemplarmentioning

confidence: 99%

Writing Entrepreneurial-Theorizing Outcomes

Shepherd

Patzelt

2023

Entrepreneurial Theorizing

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There are several excellent “From the Editor” notes, but in this chapter, we offer something more hands-on with a perspective directly applicable to entrepreneurship. We believe that sometimes papers are rejected, not because the research is fundamentally flawed but because authors miss some of the fundamentals of a strong paper. Therefore, this chapter aims to offer some advice on writing entrepreneurship papers. We offer (1) 11 simple rules for constructing an entrepreneurship paper; (2) six templates for what is to be included in each section of an entrepreneurship paper and provide illustrations of how we have previously executed these tasks; and (3) five heuristics for improving one’s writing quality.

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Section: Simple Rule 8: Don't Reinvent the Wheel; Use An Exemplarmentioning

confidence: 99%

Writing Entrepreneurial-Theorizing Outcomes

Shepherd

Patzelt

2023

Entrepreneurial Theorizing

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“…The structure is less formulaic (in terms of structure) for (d) deductive theory papers, but a few possible entrepreneurship exemplars include Sarasvathy (2001); Miller, Grimes, McMullen, and Vogus (2012); and Shepherd, McMullen, and Ocasio (2017a). There are exemplars for (e) multilevel studies (Shepherd, 2011; e.g., Shepherd, 2009; Tracey, Phillips, & Jarvis, 2011), (f) multiple study papers (e.g., Hsu, Wiklund, & Cotton, 2017; Peng, Zerbinati, Souitaris, & Shepherd, 2020), (g) formal models (e.g., Lévesque & Minniti, 2011; Lévesque, Minniti, & Shepherd, 2009, (h) simulations (Breig, Coblenz, & Pelz, 2018; e.g., Johnson, Stevenson, & Letwin, 2018; Welter & Kim, 2018), and (i) more abductive studies (Shepherd & Suddaby, 2017b; e.g., Mollick, 2014; Bullough, Renko, & Abdelzaher, 2017).…”

Section: Simple Rules For Developing An Entrepreneurship Papermentioning

confidence: 99%

Simple Rules, Templates, and Heuristics! An Attempt to Deconstruct the Craft of Writing an Entrepreneurship Paper

Shepherd

Wiklund

2019

Entrepreneurship Theory and Practice

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Although there are a number of excellent suggestions from editors on how to conduct, structure, and publish research in general, we thought it would be useful to offer some guidance from an entrepreneurship perspective. Writing this paper allowed us to reflect on our work as authors, reviewers, and editors to offer some advice in the form of simple rules for conducting entrepreneurship research, templates for structuring entrepreneurship research, and heuristics for writing entrepreneurship research. While not exhaustive, we have focused on the “rules of thumb” that have served us well and we hope that others find them useful.

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Dynamics of founding team diversity and venture outcomes: A simulation approach

Sundriyal,

Lévesque,

Wennberg

et al. 2024

Strategic Entrepreneurship

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Research summaryEntrepreneurship research overlooks the dynamics of changing diversity in founding teams. Our simulations calibrated from existing studies suggest that founding teams that change diversity exhibit greater discounted performance for their ventures due to being less diverse and thus their ventures surviving longer, compared to teams that maintain their diversity. Moreover, discounted performance is higher for teams changing diversity due to other teams' performance than due to their own poor performance. Simulating without membership changes the interdependence between team diversity, venture performance, and team disruption, we find that while team diversity is overall performance‐enhancing, this association differs across contexts and its impact varies as ventures mature. Founding team diversity should thus be seen as a continuum where moderate diversity can best serve teams in turbulent environments.Managerial summaryWe simulated the behavior of founding teams over time to show that compared to teams that do not change their diversity, those who do experience greater discounted performance for their business ventures. This improvement stems from the increased longevity, and thus greater accumulated performance, for teams that switch since they are more rather than less homogeneous. Our investigation also indicates that ventures led by teams that change diversity because they aspire to outperform other teams, tend to exhibit greater discounted performance than those that change diversity to outperform themselves. When we investigate the interconnectedness of teams' diversity, ventures' performance, and disruption, albeit without allowing for any changes in team diversity, we find that while diversity usually helps, teams moderately diversified tend to perform best in turbulent times.

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Enhancing simulation-based theory development in entrepreneurship through statistical validation

Cited by 4 publications

References 11 publications

Writing Entrepreneurial-Theorizing Outcomes

Writing Entrepreneurial-Theorizing Outcomes

Simple Rules, Templates, and Heuristics! An Attempt to Deconstruct the Craft of Writing an Entrepreneurship Paper

Dynamics of founding team diversity and venture outcomes: A simulation approach

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