Past Career in Future Thinking: How Career Management Practices Shape Entrepreneurial Decision Making

Engel, Yuval; Burg, Elco van; Kleijn, Emma; Khapova, Svetlana N.

doi:10.1002/sej.1243

Cited by 47 publications

(48 citation statements)

References 77 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This scarcity of corresponding research has left us with a substantial knowledge gap. The approaches leaders adopt to make important decisions tend to have substantial implications for organizational attributes such as EO (Covin & Wales, ; Engel et al, ). Research into decision making as a correlate of EO is therefore “most promising” (Daily et al, , p. 394) and calls to advance our knowledge along these lines have accumulated in recent years (Covin & Lumpkin, ; Lumpkin, Steier, & Wright, ; Slevin & Terjesen, ; Wales, ).…”

Section: Discussionmentioning

confidence: 99%

“…This constellation leaves us with the question whether the effectuation principles also differ substantially in their implications. This question is especially relevant because effectual decision makers do not need to adopt the entire set of principles, but can focus on selected principles as they see fit (Engel, Van Burg, Kleijn, & Khapova, ). Comprehending whether, and if so, how the principles differ in their implications supports decision makers when choosing among them.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Some principles are more equal than others: Promotion‐ versus prevention‐focused effectuation principles and their disparate relationships with entrepreneurial orientation

Palmié

Huerzeler

Grichnik

et al. 2018

Strategic Entrepreneurship

View full text Add to dashboard Cite

Research Summary: Recent research suggests that effectuation principles such as flexibility, precommitments, and affordable loss may differ substantially from one another. Responding to the call to clarify the effectuation concept, our study introduces the distinction between promotion-and prevention-focused effectuation principles. It argues that promotion-focused (prevention-focused) principles are positively (negatively) associated with a firm's entrepreneurial orientation (EO). It further argues that causation is also promotion-focused and positively associated with EO. An analysis of 151 Swiss energy small and medium-sized enterprises supports this account. Thus, our study suggests that some effectuation principles are more similar to causation in their underlying regulatory focus and their relationship with EO than they are to other effectuation principles. We offer several paths for future research on effectuation, causation, and EO that emerge from these findings.Managerial Summary: Practitioner-oriented presentations and texts on entrepreneurial decision making frequently portray the meansdriven effectuation approach as opposite to the goals-driven causation approach. Our study challenges this portrayal by highlighting substantial differences between the individual effectuation principles. Specifically, our research suggests that these principles differ in the underlying psychological processes and consequently in their relationships with key organizational attributes such as the firm's entrepreneurial orientation. In these important regards, some effectuation principles are actually more similar to causation than they are to other effectuation principles. Our study has substantial

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Some principles are more equal than others: Promotion‐ versus prevention‐focused effectuation principles and their disparate relationships with entrepreneurial orientation

Palmié

Huerzeler

Grichnik

et al. 2018

Strategic Entrepreneurship

View full text Add to dashboard Cite

show abstract

“…The key building blocks include knowledge and experience-related elements, such as ideas, beliefs, assumptions, values, interpretative schema, and know-how, as well as available and potential relationships and pre-commitments (for a review of potential building blocks or Bunits of selection,^see Breslin 2008). The building blocks of earlier start-ups and other career experiences (Engel et al 2017) are passed on and recombined through the experience and knowledge of founders, employees, customers, investors, and other stakeholders.…”

Section: Initialization: Effectuate From What You Have (What Is Good mentioning

confidence: 99%

“…As such, variations are not just a blind try but often guided by previous experience in a co-creating process (cf. Alvarez et al 2013;Engel et al 2017). New building blocks are introduced along the way by leveraging contingencies (the fourth effectuation principle Blemonade^).…”

Section: Variation: Facilitating Changes By Decomposingmentioning

confidence: 99%

Advancing entrepreneurship as a design science: developing additional design principles for effectuation

Zhang

Burg

2019

Small Bus Econ

Self Cite

View full text Add to dashboard Cite

Scholars have advocated the development of entrepreneurship as a design science. One foundational challenge in a design science is to identify design principles. We argue that a particular field can draw on a design knowledge from different design sciences to develop design principles. In particular, we show that entrepreneurship research can learn from one branch of artificial intelligence studies called Bgenetic algorithm,ŵ hich is a design field that creates solutions for complex, nonanalytical, and ill-structured problems. We illustrate the analogous transfer process by identifying complementary design principles for one exemplary entrepreneurship theory, namely effectuation. In turn, these additional effectual design principles further effectuation theory as a design science and help advance entrepreneurship as a nascent design science. Imaginative thinking informed by a variety of (embodied) knowledge to create new and transform existing artifacts.

show abstract

“…Our paper has three contributions for this ongoing and recent academic debate: (1) reinforcing the academic debate about the effect of human capital and attitudes toward entrepreneurship on corporate venturing for the different generational cohorts (Twenge 2010;Costanza et al 2012;Burton et al 2016b;Lyons et al 2012;Engel et al 2017); (2) the discussion about the significant influence of autonomy, meaningful job, and rewards on corporate venturing for the different generational cohorts (James et al 2011;Rigtering and Weitzel 2013;Lyons and Kuron 2014;King and Bryant 2017); and (3) extending the debate about the influence of environmental conditions on corporate venturing strategies according to the perceptions of the different generational cohorts (Twenge et al 2010;Colombo et al 2016a;Shane 2011;Wright and Hitt 2017).…”

Section: Introductionmentioning

confidence: 95%

Do employees’ generational cohorts influence corporate venturing? A multilevel analysis

2019

View full text Add to dashboard Cite

Organizations are facing an interesting phenomenon in the composition of their workforce: the concurrence of multiple age generations that demand suitable strategies regarding work design, job satisfaction, and incentives. Ongoing entrepreneurship and strategic management debates require a better understanding of the relationship between workplace generational cohorts' configurations and organizational performance. We propose a conceptual model for understanding how a diversified workforce influences some determinants (i.e., employees' human capital and attitudes, organizational climate, and environmental conditions) of entrepreneurial organizations' outcomes (i.e., corporate venturing). Our framework offers insights into corporate venturing determinants for three generational cohorts: Baby Boomers, Generation X, and Generation Y. Using a sample of 20,256 employees across 28 countries, our findings lend support to the positive effect of individual and organizational determinants on corporate venturing, as well as how these effects are reinforced per generational cohort. Specifically, our results show that younger generations (millennials) have more propensity to be involved in corporate venturing activities. This study also contributes to thoughtprovoking implications for entrepreneurial organizational leaders who manage employees from different generations.

show abstract

Past Career in Future Thinking: How Career Management Practices Shape Entrepreneurial Decision Making

Cited by 47 publications

References 77 publications

Some principles are more equal than others: Promotion‐ versus prevention‐focused effectuation principles and their disparate relationships with entrepreneurial orientation

Some principles are more equal than others: Promotion‐ versus prevention‐focused effectuation principles and their disparate relationships with entrepreneurial orientation

Advancing entrepreneurship as a design science: developing additional design principles for effectuation

Do employees’ generational cohorts influence corporate venturing? A multilevel analysis

Contact Info

Product

Resources

About