On the Origin of Entrepreneurial Theories: How Entrepreneurs Craft Complex Causal Models with Theorizing and Data

Published Online:https://doi.org/10.1287/stsc.2024.0178

References

  • Agarwal R, Bacco F, Camuffo A, Coali A, Gambardella A, Msangi H, Sonka ST, Temu A, Waized B, Wormald A (2024) Does a theory-of-value add value? Evidence from a randomized control trial with Tanzanian entrepreneurs. Org. Sci. Forthcoming.Google Scholar
  • Bingham CB (2009) Oscillating improvisation: How entrepreneurial firms create success in foreign market entries over time. Strategic Entrepreneurship J. 3(4):321–345.CrossrefGoogle Scholar
  • Bingham CB, Howell T, Ott TE (2019) Capability creation: Heuristics as microfoundations. Strategic Entrepreneurship J. 13(2):121–153.CrossrefGoogle Scholar
  • Camuffo A, Gambardella A, Pignataro A (2024b) Theory-driven strategic management decisions. Strategy Sci., ePub ahead of print November 1, https://doi.org/10.1287/stsc.2024.0173.LinkGoogle Scholar
  • Camuffo A, Cordova A, Gambardella A, Spina C (2020) A scientific approach to entrepreneurial decision making: Evidence from a randomized control trial. Management Sci. 66(2):564–586.LinkGoogle Scholar
  • Camuffo A, Gambardella A, Messinese D, Novelli E, Paolucci E, Spina C (2024a) A scientific approach to entrepreneurial decision‐making: Large‐scale replication and extension. Strategic Management J. 45(6):1209–1237.CrossrefGoogle Scholar
  • Cohen SL, Bingham CB, Hallen BL (2019) The role of accelerator designs in mitigating bounded rationality in new ventures. Admin. Sci. Quart. 64(4):810–854.CrossrefGoogle Scholar
  • Crosina E, Frey E, Corbett A, Greenberg D (2024) From negative emotions to entrepreneurial mindset: A model of learning through experiential entrepreneurship education. Acad. Management Learn. Ed. 23(1):88–127.CrossrefGoogle Scholar
  • Dahlander L, O’Mahony S, Gann DM (2016) One foot in, one foot out: How does individuals’ external search breadth affect innovation outcomes? Strategic Management J. 37(2):280–302.CrossrefGoogle Scholar
  • Edmondson AC, McManus SE (2007) Methodological fit in management field research. Acad. Management Rev. 32(4):1246–1264.CrossrefGoogle Scholar
  • Ehrig T, Foss NJ (2022) Why we need normative theories of entrepreneurial learning that go beyond Bayesianism. J. Bus. Venturing Insights 18:e00335.CrossrefGoogle Scholar
  • Ehrig T, Schmidt J (2022) Theory-based learning and experimentation: How strategists can systematically generate knowledge at the edge between the known and the unknown. Strategic Management J. 43(7):1287–1318.CrossrefGoogle Scholar
  • Eisenhardt KM (2021) What is the Eisenhardt Method, really? Strategic Organ. 19(1):147–160.CrossrefGoogle Scholar
  • Eisenhardt KM, Graebner ME (2007) Theory building from cases: Opportunities and challenges. Acad. Management J. 50(1):25–32.CrossrefGoogle Scholar
  • Felin T, Zenger T (2017) The theory-based view: Economic actors as theorists. Strategy Sci. 2(4):258–271.LinkGoogle Scholar
  • Felin T, Zenger TR (2009) Entrepreneurs as theorists: On the origins of collective beliefs and novel strategies. Strategic Entrepreneurship J. 3(2):127–146.CrossrefGoogle Scholar
  • Felin T, Zenger T, Gambardella A (2021) Value laboratory: A tool for entrepreneurial strategy. Management Bus. Rev. 1(2):68–76.CrossrefGoogle Scholar
  • Felin T, Gambardella A, Novelli E, Zenger T (2024) A scientific method for startups. J. Management 50(8):3080–3104.CrossrefGoogle Scholar
  • Felin T, Gambardella A, Stern S, Zenger T (2020) Lean startup and the business model: Experimentation revisited. Long Range Planning 53(4):101889.CrossrefGoogle Scholar
  • Graebner ME, Martin JA, Roundy PT (2012) Qualitative data: Cooking without a recipe. Strategic Organ. 10(3):276–284.CrossrefGoogle Scholar
  • Grodal S, Anteby M, Holm AL (2021) Achieving rigor in qualitative analysis: The role of active categorization in theory building. Acad. Management Rev. 46(3):591–612.CrossrefGoogle Scholar
  • Hannah DP, Eisenhardt KM (2018) How firms navigate cooperation and competition in nascent ecosystems. Strategic Management J. 39(12):3163–3192.Google Scholar
  • Hannah D, Mahar H, O’Mahony S (2024a) Templatization without homogenization: Entrepreneurship frameworks in undergraduate classrooms. Acad. Management Proc. 2024(1):20695.CrossrefGoogle Scholar
  • Hannah D, Marquez A, Ott T (2024b) Putting entrepreneurial theories into action: Evidence from a matched study of three solar ventures. Working paper, Boston University, Boston.Google Scholar
  • Hargadon A, Sutton RI (1997) Technology brokering and innovation in a product development firm. Admin. Sci. Quart. 42(4):716–749.CrossrefGoogle Scholar
  • Hodgkinson GP, Healey MP (2011) Psychological foundations of dynamic capabilities: Reflexion and reflection in strategic management. Strategic Management J. 32(13):1500–1516.CrossrefGoogle Scholar
  • Jacobson I (2004) Use cases–Yesterday, today, and tomorrow. Software Systems Model. 3:210–220.CrossrefGoogle Scholar
  • Jick TD (1979) Mixing qualitative and quantitative methods: Triangulation in action. Admin. Sci. Quart. 24(4):602–611.CrossrefGoogle Scholar
  • Karp R (2023) Gaining organizational adoption: Strategically pacing the position of digital innovations. Acad. Management J. 66(3):773–796.CrossrefGoogle Scholar
  • Kirtley J, O’Mahony S (2023) What is a pivot? Explaining when and how entrepreneurial firms decide to make strategic change and pivot. Strategic Management J. 44(1):197–230.CrossrefGoogle Scholar
  • Kosslyn SM (1980) Image and Mind (Harvard University Press, Cambridge, MA).Google Scholar
  • Levinthal D, Rerup C (2020) The plural of goal: Learning in a world of ambiguity. Organ. Sci. 32(3):527–543.LinkGoogle Scholar
  • Martins LL, Rindova VP, Greenbaum BE (2015) Unlocking the hidden value of concepts: A cognitive approach to business model innovation. Strategic Entrepreneurship J. 9(1):99–117.CrossrefGoogle Scholar
  • McDonald RM, Eisenhardt KM (2020) Parallel play: Startups, nascent markets, and effective business-model design. Admin. Sci. Quart. 65(2):483–523.CrossrefGoogle Scholar
  • Mitchell JR, Shepherd DA, Sharfman M (2011) Erratic strategic decisions: When and why managers are inconsistent in strategic decision making. Strategic Management J. 32(7):683–704.CrossrefGoogle Scholar
  • Ng TWH, Hsu DY, Parker SK (2021) Received respect and constructive voice: The roles of proactive motivation and perspective taking. J. Management 47(2):399–429.CrossrefGoogle Scholar
  • Novelli E, Spina C (2024) Making business model decisions like scientists: Strategic commitment, uncertainty, and economic performance. Strategic Management J., ePub ahead of print July 9, https://doi.org/10.1002/smj.3636.CrossrefGoogle Scholar
  • Ocasio W, Joseph J (2018) The attention-based view of great strategies. Strategy Sci. 3(1):289–294.LinkGoogle Scholar
  • Ott TE, Eisenhardt KM (2020) Decision weaving: Forming novel, complex strategy in entrepreneurial settings. Strategic Management J. 41(12):2275–2314.CrossrefGoogle Scholar
  • Ott TE, Eisenhardt KM, Bingham CB (2017) Strategy formation in entrepreneurial settings: Past insights and future directions. Strategic Entrepreneurship J. 11(3):306–325.CrossrefGoogle Scholar
  • Ozcan P, Eisenhardt KM (2009) Origin of alliance portfolios: Entrepreneurs, network strategies, and firm performance. Acad. Management J. 52(2):246–279.Google Scholar
  • Ozcan P, Hannah D (2020) Forced ecosystems and digital stepchildren: Reconfiguring advertising suppliers to realize disruptive social media technology. Strategy Sci. 5(3):193–217.LinkGoogle Scholar
  • Pillai SD, Goldfarb B, Kirsch DA (2020) The origins of firm strategy: Learning by economic experimentation and strategic pivots in the early automobile industry. Strategic Management J. 41(3):369–399.CrossrefGoogle Scholar
  • Rindova VP, Martins LL (2021) Shaping possibilities: A design science approach to developing novel strategies. Acad. Management Rev. 46(4):800–822.CrossrefGoogle Scholar
  • Rindova VP, Martins LL (2024) The imagination advantage: Why and how strategists combine knowledge and imagination in developing theories. Strategy Sci., ePub ahead of print November 1, https://doi.org/10.1287/stsc.2024.0184.LinkGoogle Scholar
  • Simon LS, Rosen CC, Gajendran RS, Ozgen S, Corwin ES (2022) Pain or gain? Understanding how trait empathy impacts leader effectiveness following the provision of negative feedback. J. Appl. Psych. 107(2):279–297.CrossrefGoogle Scholar
  • Sull DN, Eisenhardt KM (2015) Simple Rules: How to Thrive in a Complex World (Houghton Mifflin Harcourt, Boston).Google Scholar
  • Tidhar R, Hallen BL, Eisenhardt KM (2024) Measure twice, cut once: Unit profitability, scalability, and the exceptional growth of new firms. Org. Sci. Forthcoming.Google Scholar
  • Valentine J, Novelli E, Agarwal R (2024) The theory-based view and strategic pivots: The effects of theorization and experimentation on the type and nature of pivots. Strategy Sci. 9(4):433–460.LinkGoogle Scholar
  • Volmar E, Eisenhardt KM (2024) Mavericks and diplomats: Bridging commercial and institutional entrepreneurship for society’s grand challenges. Org. Sci. Forthcoming.Google Scholar
  • Weick KE (1989) Theory construction as disciplined imagination. Acad. Management Rev. 14(4):516–531.CrossrefGoogle Scholar
  • Weick KE (2015) Ambiguity as grasp: The reworking of sense. J. Contingencies Crisis Management 23(2):117–123.CrossrefGoogle Scholar
  • Wuebker R, Zenger T, Felin T (2023) The theory-based view: Entrepreneurial microfoundations, resources, and choices. Strategic Management J. 44(12):2922–2949.CrossrefGoogle Scholar
  • Yin RK (1981) The case study crisis. Admin. Sci. Quart. 26(1):58–65.CrossrefGoogle Scholar
  • Zellweger T, Zenger T (2023) Entrepreneurs as scientists: A pragmatist approach to producing value out of uncertainty. Acad. Management Rev. 48(3):379–408.CrossrefGoogle Scholar
  • Zuzul T, Tripsas M (2020) Start-up inertia versus flexibility: The role of founder identity in a nascent industry. Admin. Sci. Quar. 65(2):395–433.Google Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.