Entrepreneurial Growth as a Process: Mechanism-Based Theorizing

Jin, Byungchae; Kirsch, David A.

doi:10.1108/s1074-754020150000017010

Cited by 3 publications

(2 citation statements)

References 113 publications

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“…This paper contributes in several ways to research on entrepreneurship and new firm development as well as organizational theory more broadly. Whereas recent research brings clarity and focus to discussions of actors and processes that operate at a firm's founding (Baron et al 1999b, Dimitriadis et al 2017, our understanding of how the internal organizations of young firms evolve through early growth and scaling stages remains limited Ruef 2006, Jin andKirsch 2015). Predominantly, prior work examines the modal developmental path of young firms (DeSantola and Gulati 2017, Burton et al 2019) and, thus, has tended to emphasize common correlates, such as size (Chandler 1962, Blau and Schoenherr 1971, Mintzberg 1979, growth (Greiner 1972), and the attainment of developmental milestones that push firms to professionalize (Hellmann andPuri 2002, Wasserman 2003).…”

Section: Contributionsmentioning

confidence: 99%

External Interfaces or Internal Processes? Market Positioning and Divergent Professionalization Paths in Young Ventures

DeSantola

Gulati²,

Zhelyazkov

2023

Organization Science

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We explore how the initial market positioning of entrepreneurial ventures shapes how they professionalize over time, focusing specifically on the development of functional roles. In contrast to existing literature, which presumes a uniform march toward professionalization as ventures scale and complete developmental milestones, we advance a contingent perspective, distinguishing between the development of external interface functions (marketing & sales and customer development) and internal process functions (accounting, human resources, and finance). Specifically, we argue that positioning in an unconventional market space raises demand for external engagement that focuses ventures’ attention and resources toward developing external interface roles. At the same time, such unconventional ventures are less apt to elaborate their internal process roles relative to more conventional peers. We test these predictions using a novel longitudinal data set on the internal organizations of 3,748 U.S.-based entrepreneurial ventures. In contrast to common assumptions of convergent professionalization, our theory and findings advance the perspective that ventures pursue divergent professionalization paths based on their initial market positioning as they scale up.

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Section: Contributionsmentioning

confidence: 99%

External Interfaces or Internal Processes? Market Positioning and Divergent Professionalization Paths in Young Ventures

DeSantola

Gulati²,

Zhelyazkov

2023

Organization Science

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“…There are some factors affecting venture growth range from macro-socioeconomic factors to entrepreneurs' characteristics [13]. Entrepreneurial growth is affected by entrepreneurial capability in the micro-level and entrepreneurial ecosystem at the macro level.…”

Section: Conceptual Modelmentioning

confidence: 99%

Designing an Assessment Model for Entrepreneurial Growth Using a Hybrid Method

Wulandari¹

2021

Proceedings of the 4th International Conference on Sustainable Innovation 2020-Accounting and Management (ICoSIAMS 2020)

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Local economic development driven by innovation plays an important role in regional development and generating income. The critical mass of viable ventures is determined by the aspects of entrepreneurship, financing mechanism, and the market mechanism. The traditional commodity-based on production system approach has not looked fitted and tends to shift to a value chain system that is oriented to increase added value and competitiveness. The most important aspect that determines the success of this shifting is the entrepreneurial growth and the information stakeholder involved. These two aspects need to be analyzed simultaneously in an analytical framework with integrated analysis tools. The objectives of this study are to design a conceptual model of entrepreneurial growth and an assessment model for stakeholder involvement analysis by using a hybrid method. Entrepreneurial growth is indicated by entrepreneurial capability and entrepreneurial ecosystem. Entrepreneurial capability consists of entrepreneurial attitude, entrepreneurial learning capacity, and individual resources. Entrepreneurial ecosystem consists of culture, policies and leadership, appropriate finance, quality human capital, markets for products, as well as institutional supports. The stakeholder involved that analyzed in entrepreneurial growth are local government, private sector, business-focused organizations, nongovernmental organization, research and development agency as well as educational institutions. A hybrid method is an analytical approach that used two techniques analysis in integrated model analysis: Analytical Hierarchy Process for weighting analysis, and Simple Additive Weighting for ranking analysis. The proposed model provides a basic assessment framework that can be used in formulating strategies for entrepreneurial-based economic development.

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The Practical Intelligence of Social Entrepreneurs: Managing the Hybridity of Social Enterprises

Jin

2019

Entrepreneurship Research Journal

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The hybridity of social enterprises – that is to say, their simultaneous pursuit of both economic and social value – has increasingly drawn the attention of scholars in the fields of social entrepreneurship and, more broadly, entrepreneurship. To date, there has been significant debate as to whether or how social enterprises are distinct from for- and non profit organizations and whether generating economic rents and achieving a social mission can complement or substitute for each other. To add nuance to this literature, this study focuses on the role of social entrepreneurs’ practical intelligence, seeking to understand how the practical intelligence of social entrepreneurs can contribute to creating both economic and social value. We generally find positive relationships between practical intelligence and the creation of both social and economic value. However, empirical evidence suggests that some dimensions of practical intelligence are closely related to the creation of economic value, whereas others are related to creating social value. Based on the findings, we discuss how practical intelligence can effectively help social entrepreneurs manage the hybridity of their social enterprises.

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Entrepreneurial Growth as a Process: Mechanism-Based Theorizing

Cited by 3 publications

References 113 publications

External Interfaces or Internal Processes? Market Positioning and Divergent Professionalization Paths in Young Ventures

External Interfaces or Internal Processes? Market Positioning and Divergent Professionalization Paths in Young Ventures

Designing an Assessment Model for Entrepreneurial Growth Using a Hybrid Method

The Practical Intelligence of Social Entrepreneurs: Managing the Hybridity of Social Enterprises

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