An assembly perspective of entrepreneurial projects: Social networks in action

Obstfeld, David; Ventresca, Marc J.; Fisher, Greg

doi:10.1002/sej.1343

Cited by 23 publications

(16 citation statements)

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“…Here and throughout this introduction, we draw on Deleuze (1988) in using the idea of 'virtually' as a potentiality that has not yet been actualized. For example, by bringing together theory regarding entrepreneurship and social networks, Obstfeld, Ventresca and Fisher (2020) conceptualized entrepreneurs as system-builders, thus drawing attention to how the virtual can become actual in their study of integrated processes and how they can unfold over time. Yet another and early example is Spinosa, Flores and Dreyfus' (1997) phenomenological-cultural analysis of entrepreneurship as processes and practices of history-making, conceptualized as creating new ways of organizing ourselves, others and things.…”

Section: Introductionmentioning

confidence: 99%

Organizational and Institutional Entrepreneuring: Introduction to the Special Issue

Hjorth

Reay

2022

Organization Studies

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In our Introduction to this Special Issue on Organizational and Institutional Entrepreneuring, we draw attention to the importance of recognizing how processes and practices of entrepreneuring take place in the context of an already organized world. We particularly draw attention to how such entrepreneuring processes, as imaginative-poetic extensions beyond the present, can occur in a variety of societal, institutional and organizational contexts. Overall we focus on entrepreneuring as the process of creating organization. As a result, we believe that important insights arise by drawing attention to ways of ‘starting’ and ‘actualizing’, rather than conceptualizing entrepreneurship as something that was already ‘started’ in the past. This Special Issue thus helps to provide much-needed scholarship that expands our knowledge base and provides a foundation for future research. We conclude our Introduction with a summary of the articles making up this Special Issue, noting the ways that each article helps to advance our knowledge base about the processes of entrepreneuring.

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Section: Introductionmentioning

confidence: 99%

Organizational and Institutional Entrepreneuring: Introduction to the Special Issue

Hjorth

Reay

2022

Organization Studies

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“…The creation of an innovation does not come about from a single knowledge component, however, but through a combination of multiple components. A set of components yields functions and meanings that are above and beyond that of any given component (Baker & Nelson, 2005; Obstfeld, Ventresca, & Fisher, 2020; Rosenkopf & Nerkar, 2001; Shane, 2000). As shown in Cell 2 and Path A of Figure 2, a set of components can vary on a number of dimensions.…”

Section: A Knowledge Recombination Frameworkmentioning

confidence: 99%

“…This unique knowledge allows them to engage in bricolage, deploying existing resources in new ways and for new purposes (Baker & Nelson, 2005). As noted by Obstfeld, Ventresca, and Fisher (2020: 152), such a firm “makes do with combinations of whatever resources are at hand.” Snihur and Zott (2020) show how founders recombine existing templates to create novel new business models, while Haefliger, Jäger, and Von Krogh (2010) describe how entrepreneurs in the video game industry can put complementary assets from other firms to new uses. Eckhardt (2016) shows how free or noncommercial technologies facilitate formation of entrepreneurial opportunities, as in the case of cellular phone applications.…”

Section: Features Of An Individual Knowledge Componentmentioning

confidence: 99%

“…Recombination scholars also point to a firm's network structure, including features such as direct and indirect ties, centrality, density, clustering, and structural holes, to understand the choices it makes for recombining a set of knowledge components (Dhanaraj & Parkhe, 2006; Obstfeld et al, 2020; Rhee & Leonardi, 2018; Turkina & Van Assche, 2018). The firm's network serves as an information gathering mechanism (Funk, 2014; Rodan & Galunic, 2004), allowing it to access and utilize other firms’ know-how (Balachandran & Hernandez, 2018; Brennecke & Rank, 2017; Lorenzoni & Lipparini, 1999; Nambisan, 2002).…”

Section: Features Pertaining To a Set Of Knowledge Componentsmentioning

confidence: 99%

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A Knowledge Recombination Perspective of Innovation: Review and New Research Directions

Xiao

Makhija

Karim

2021

Journal of Management

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A useful theoretical lens for understanding innovation in the strategy and entrepreneurship literatures is knowledge recombination. According to a recombination logic, innovations come about by recombining knowledge components, each of which is associated with a core scientific or technological concept. Interactions among a set of recombined components give rise to new meanings and functions that become the basis of an innovation. The singular focus on the components of knowledge underlying an innovation makes knowledge recombination stand out from other theoretical approaches. The rapid growth in research utilizing a recombination logic suggests that the time is ripe for stepping back and assessing its key insights. Therefore, this review provides a framework for a recombination perspective and considers how the literature using a recombination approach has progressed over time, including identification of key features of knowledge components, influences on how components are recombined, and the outcomes of recombination. Finally, a number of new directions for research are proposed.

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“…Defined as ‘the personal relationships people have developed with each other through a history of interactions’ relational embeddedness (Nahapiet & Ghoshal, 1998, p. 244), can engender trust, shared identity, closeness, or solidarity that can shape willingness to provide resources (Moran, 2005). The importance of pre-existing relations is underscored in entrepreneurial perspectives (Obstfeld, Ventresca, & Fisher, 2020) such as bricolage, where new entrepreneurs rely on ‘pre-existing networks’ (Baker, Miner, & Eesley, 2003, p. 265), and effectuation, where ‘whom they know’ is as pivotal as ‘what they know’ (Sarasvathy, 2001, p. 250). But what happens when pre-existing relations cannot be leveraged?…”

Section: Introductionmentioning

confidence: 99%

How counter-fate relational practices mitigate resource acquisition challenges during project nascence

Autio

2022

Organization Studies

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Research shows that embedded relations can facilitate the resource acquisition process in entrepreneurship. Yet, as relations are dynamic and subject to change, it remains unclear how entrepreneurs can acquire necessary resources when pre-existing ties may not yet or no longer be relevant, sufficient or accessible. Under these circumstances, acquiring necessary resources is a challenge and one that novice entrepreneurs in project-based enterprises face repeatedly as they seek to sustain their businesses. Evidence from 123 projects developed by six newly formed independent television production companies in the UK shows that new entrepreneurs can manoeuvre around constraints by engaging in one of four counter-fate relational practices: posturing (i.e. exaggerating interest from key ties), status sequencing (i.e. developing key relations in sequence based on status), geographic sequencing (i.e. attaining key ties in sequence based on location), and opportunistic manoeuvring (i.e. manipulating the opportunism of potential resource-holders). We contribute to entrepreneurship research by showing how resources can be acquired despite a lack of key embedded ties, and highlight enabling conditions; and to project studies by illustrating how projects progress past nascence to launch and acquire new clients or repeat commissions.

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An assembly perspective of entrepreneurial projects: Social networks in action

Abstract: Research abstract: We introduce an assembly perspective of entrepreneurial action in early-stage projects, developed in a process model of microsocial network dynamics. The model comprises four conceptual elements: (a) an initial entrepre-

Cited by 23 publications

References 82 publications

Organizational and Institutional Entrepreneuring: Introduction to the Special Issue

Organizational and Institutional Entrepreneuring: Introduction to the Special Issue

A Knowledge Recombination Perspective of Innovation: Review and New Research Directions

How counter-fate relational practices mitigate resource acquisition challenges during project nascence

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