Measuring emergence in the dynamics of new venture creation

Lichtenstein, Benyamin; Dooley, Kevin; Lumpkin, G. T.

doi:10.1016/j.jbusvent.2005.04.002

Cited by 213 publications

(173 citation statements)

References 67 publications

(85 reference statements)

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“…As with most research on firms' stocks of resources, researchers who take an entrepreneurial perspective are interested in how these stocks are created as an organization emerges. Before the emergence of an organization, the individual (eventual founder), alone or with others, generates and refines a potential opportunity (as described above), and as this process proceeds, additional steps are taken toward organizing the exploitation of this potential opportunity (Katz & Gartner, 1988;Lichtenstein, Dooley, & Lumpkin, 2006;Tornikoski & Newbert, 2007). As the result of-or in conjunction with-organizational emergence, the firm itself develops ACAP that is distinct and separate from that of the founder(s).…”

Section: Acap and Opportunity Generation And Refinementmentioning

confidence: 99%

Researching at the Intersection of Innovation, Operations Management, and Entrepreneurship

Shepherd

Patzelt

2017

Trailblazing in Entrepreneurship

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Section: Acap and Opportunity Generation And Refinementmentioning

confidence: 99%

Researching at the Intersection of Innovation, Operations Management, and Entrepreneurship

Shepherd

Patzelt

2017

Trailblazing in Entrepreneurship

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“…La dynamique de la trajectoire comme facteur explicatif de l'aboutissement du projet de création d'entreprises avait déjà été mentionnée par Lichtenstein, Dooley et Lumpkin (2006), mais cette fois à partir de l'étude longitudinale d'un seul cas. Ils montraient que le processus n'est pas linéaire et que la fiction, ou le projet d'organisation lui-même, évolue dans le temps et se transforme notamment par le biais d'un événement d'émergence (emergence event).…”

Section: L'approche Par La Dynamique Temporelleunclassified

“…Pour autant, la dialectique n'est pas le seul moteur de cette dynamique. Lichtenstein, Dooley et Lumpkin (2006) y ajoutent également le moteur téléologique de changement lorsque l'entrepreneur est lui-même l'agent du changement en raison des décisions et des actions qu'il prend pour modifier son objectif. Leur recherche est celle qui fait le moins référence à l'environnement.…”

Section: L'approche Par La Dynamique Temporelleunclassified

Les trajectoires d’émergence des nouvelles organisations

François

2012

Revue internationale P.M.E.

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Editions EMS -In Quarto SARL ISSN 0776-5436 (imprimé) 1918-9699 (numérique) Découvrir la revue Citer cet article François, V. (2012). Les trajectoires d'émergence des nouvelles organisations : Une exploration qualitative auprès de trois cas de projets de création. Revue internationale P. M.E., 25(3-4), 229-255. doi:10.7202/1018422ar Résumé de l'article RésuméL'émergence organisationnelle suscite des questions à la fois sur la manière dont les entreprises sont créées ainsi que sur la prédictibilité de cette création. L'article reprend le cadre théorique de Gartner (1985) en se centrant sur le processus et la trajectoire du projet de création. À travers l'analyse de trois projets, il étudie la dynamique temporelle propre aux actions de l'entrepreneur, les interactions avec l'environnement et la transformation ou non du projet en entreprise. Les résultats montrent que la notion de trajectoire, en combinant la durée et les moteurs de la dynamique, donne des indications sur l'issue d'un projet de création d'entreprise et permet de mieux comprendre ce processus. Ils montrent également l'utilité de cette notion pour l'accompagnement des projets de création d'entreprise.

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“…The potential resonance of complexity theory with organisational life has been viewed by both academics and practitioners as a means of understanding organisations; this has led to the design of organisational strategies and the launch of change programmes (Lichtenstein 2000b;Stacey et al, 2002;Burnes 2005;Houchin & MacLean 2005;Lichtenstein et al 2006). As Burnes (2005) notes, while the origins of complexity theory are in mathematics, organisational complexity researchers have taken a linguistic turn, where complexity concepts are used to create a metaphorical language for change and development (Lissack, 1997), rather than computational modelling.…”

mentioning

confidence: 99%

“…This literature tends to focus on a) new start-ups and b) what emerges and when, rather than on the dynamic processes and conditions that produce the emergent properties (Lichtenstein et al, 2006). For example, in attempting to articulate the features of an 'emergent organisation', Katz & Gartner (1988) after McKelvey (1982, proposed that the defining features of emerging organisation were intentions, resources, boundaries and exchange.…”

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Sustaining entrepreneurial business: A complexity perspective on processes that produce emergent practice

Fuller

Warren

Argyle³

2007

Int Entrep Manag J

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This article examines the management practices in an entrepreneurial small firm which sustain the business. Using a longitudinal qualitative case study, four general processes are identified (experimentation, reflexivity, organising and sensing), that together provide a mechanism to sustain the enterprise. The analysis draws on concepts from entrepreneurship and complexity science. We suggest that an entrepreneur's awareness of the role of these parallel processes will facilitate their approaches to sustaining and developing enterprises.We also suggest that these processes operate in parallel at multiple levels, including the self, the business and inter-firm networks. This finding contributes to a general theory of entrepreneurship. A number of areas for further research are discussed arising from this result. Key words:Entrepreneurship; complexity theory, emergence; sustainability 2 This article derives insights from complexity theory into the managerial processes that presaged the emergence of new business models and organisational structures in an established entrepreneurial small firm in the airline services industry. By means of an indepth qualitative case study, we identify four dynamic managerial processes (experimentation, reflexivity, organising and sensing), inherent in the everyday practice of the management team, and in particular the Managing Director as he made strategic choices to remain 'fit' in a fast-moving industry. Although this study is limited to one case, we conclude that the dynamic processes we have identified provide insight into the sustainability of entrepreneurial firms over time. Better understanding of these processes may support entrepreneurs and their stakeholders manage the sustainability of the firm.The paper commences with a discussion of the application of complexity theory to entrepreneurship. This is followed by the case study where we ground the theory in an empirical study of entrepreneurial practice: a longitudinal analysis of an entrepreneurial firm, FlightDirectors, which is sustained through the creation of a new business models and structures at critical junctures for the firm and the industry. Finally we present our conclusions as to the practical and theoretical implications of our study. In this we contribute to theory by proposing that the processes identified helps to explain the mechanism by which the agency of entrepreneurship produces (new) structures, as well as raising questions for further research.

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Measuring emergence in the dynamics of new venture creation

Cited by 213 publications

References 67 publications

Researching at the Intersection of Innovation, Operations Management, and Entrepreneurship

Researching at the Intersection of Innovation, Operations Management, and Entrepreneurship

Les trajectoires d’émergence des nouvelles organisations

Sustaining entrepreneurial business: A complexity perspective on processes that produce emergent practice

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