When Times Collide: Temporal Brokerage at the Intersection of Markets and Developments

Reinecke, Juliane; Ansari, Shahzad

doi:10.5465/amj.2012.1004

Cited by 207 publications

(261 citation statements)

References 93 publications

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“…By adding a temporal lens (Ancona et al ., ) to the understanding of sustained actor engagement, we also offer new dependent and independent variables for entrepreneurship research (e.g., optimal pacing of actor engagement, entrepreneur's temporal capabilities). While studies have hinted at the importance of temporal capabilities for managers in general (Huy, ; Reinecke and Ansari, ), entrepreneurship scholars have been relatively silent on this issue (for exceptions, see Gersick, ; Lichtenstein et al ., ; Miller and Sardais, ). Our arguments suggest that examining the influence of timing—and, by extension, entrepreneurs’ temporal capabilities—is not only useful when establishing a legal entity or writing a business plan (Delmar and Shane, ), but also when interacting, often iteratively, with a variety of actors.…”

Section: Discussionmentioning

confidence: 99%

Sustaining Actor Engagement During the Opportunity Development Process

Snihur

Reiche

Quintane

2016

Strat. Entrepreneurship J.

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Research summary Recent entrepreneurship research has examined how opportunities are developed, highlighting the engagement of external actors. However, we know little about how entrepreneurs should interact with external actors to sustain their engagement. Since opportunity development is a process that unfolds over time, sustaining actor engagement is critical because it enables continued feedback and access to actors’ resources. We present a process model that explains how entrepreneurs can sustain external actor engagement through two iterative phases: translation and transformation. We also propose that entrepreneurs can sustain actor engagement by structuring the timing of interactions and by modifying actors’ perceptions of the time available for novel opportunity development. We conclude with an agenda for future research on actor engagement and entrepreneurs’ temporal capabilities. Managerial summary To develop business opportunities, entrepreneurs require support, feedback, and other resources from different groups of individuals (actors), such as customers, business partners, investors, and regulators. We explain how entrepreneurs should continue to interact with these actors throughout the development period to secure sustained access to resources. Entrepreneurs need to present the business opportunity to actors in an engaging way, and subsequently integrate the feedback received during development of the project. Sustaining engagement from actors involves an iterative process through which the business opportunity is communicated and transformed. Entrepreneurs can influence actors’ engagement by choosing how and when to interact with them. We highlight time and actor feedback as important resources that can be used by skillful entrepreneurs to increase the odds of opportunity development success. Copyright © 2016 Strategic Management Society.

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Section: Discussionmentioning

confidence: 99%

Sustaining Actor Engagement During the Opportunity Development Process

Snihur

Reiche

Quintane

2016

Strat. Entrepreneurship J.

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“…In addition, they show how decision making horizons mediate sustainability frames. Building among others on Reinecke and Ansari (2015) and Slawinski and Bansal (2015), they identify bottom-up temporal work, and, building on Staudenmayer et al (2002), they identify event-based temporal shifts as two mechanisms to explain shifts in cognitive frames.…”

Section: Descriptive Focusmentioning

confidence: 99%

A Paradox Perspective on Corporate Sustainability: Descriptive, Instrumental, and Normative Aspects

et al. 2017

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The last decade has witnessed the emergence of a paradox perspective on corporate sustainability. By explicitly acknowledging tensions between different desirable, yet interdependent and conflicting sustainability objectives, a paradox perspective enables decision makers to achieve competing sustainability objectives simultaneously and creates leeway for superior business contributions to sustainable development. In stark contrast to the business case logic, a paradox perspective does not establish emphasize business considerations over concerns for environmental protection and social well-being at the societal level. In order to contribute to the consolidation of this emergent field of research, we offer a definition of the paradox perspective on corporate sustainability and a framework to delineate its descriptive, instrumental, and normative aspects. This framework clarifies the paradox perspective's contents and its implications for research and practice. We use the framework to map the contributions to this thematic symposium on paradoxes in sustainability and to propose questions for future research.

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“…For example, Michael-Tsabari, Labaki and Zachary (2014) report that the search for foreign opportunities can be sparked by the fear that impending domestic legislation will open the door to foreign competitors. More fundamentally, entrepreneurs select exchange partners with temporal orientations similar to their own (Fischer, Reuber, Hababou, Johnson, & Lee, 1997) and there may be differing temporal orientations across countries that affect the pursuit of international opportunities (see Reinecke & Ansari, 2015). While international entrepreneurship researchers have studied temporality with respect to when foreign market entries are made, there has been little study, to our knowledge, of the temporal orientations of internationalizing firms, how their decision-makers perceive the windows of opportunities and how the opportunity-based processes they follow take these windows into consideration.…”

Section: Beyond Categorizationmentioning

confidence: 99%

Beyond categorization: New directions for theory development about entrepreneurial internationalization

2017

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Categorizations emphasizing the earliness of internationalization have long been a cornerstone of international entrepreneurship research. Here we contend that the prominence of categories has not been commensurate with theory development associated with them. We draw on categorization theory to explain why earliness-based categories are persistent, and argue that a greater focus on notions related to opportunity can open new avenues of research about the entrepreneurial internationalization of business. We propose and discuss three directions for opportunity-based research on entrepreneurial internationalization, involving context, dynamics and variety.

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When Times Collide: Temporal Brokerage at the Intersection of Markets and Developments

Cited by 207 publications

References 93 publications

Sustaining Actor Engagement During the Opportunity Development Process

Sustaining Actor Engagement During the Opportunity Development Process

A Paradox Perspective on Corporate Sustainability: Descriptive, Instrumental, and Normative Aspects

Beyond categorization: New directions for theory development about entrepreneurial internationalization

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