Entrepreneurial Cognition 2018
DOI: 10.1007/978-3-319-71782-1_4
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Attention and Entrepreneurial Cognition

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Cited by 8 publications
(4 citation statements)
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“…Social entrepreneurs always strive for solving social problems by adopting creative means (Robinson et al , 2009). In different countries and contexts, social entrepreneurs mostly focus on social issues (Shepherd and Patzelt, 2018; Vieregger et al , 2017). Social entrepreneurs are those who recognize a social problem and use entrepreneurial philosophies to organize, create and manage a venture to make social change (Boluk and Mottiar, 2014).…”
Section: Introductionmentioning
confidence: 99%
“…Social entrepreneurs always strive for solving social problems by adopting creative means (Robinson et al , 2009). In different countries and contexts, social entrepreneurs mostly focus on social issues (Shepherd and Patzelt, 2018; Vieregger et al , 2017). Social entrepreneurs are those who recognize a social problem and use entrepreneurial philosophies to organize, create and manage a venture to make social change (Boluk and Mottiar, 2014).…”
Section: Introductionmentioning
confidence: 99%
“…As Shepherd and Patzelt (2018) argue, there are five themes related to opportunity recognition in entrepreneurship: prior knowledge, motivation, attention, identity, and emotion. Thus, although education is vital in shaping prior knowledge among future entrepreneurs, the four other themes are mainly formed during a broader process of socialization and integration of entrepreneurs in communities and networks of colleagues and activists.…”
Section: Traditional Knowledge In Indian Managerial Educationmentioning
confidence: 99%
“…Established research findings based on ABV include the effects of institutional logics on organizational attention (Dunn and Jones, 2010; Thornton and Ocasio, 1999), the impact of CEO and top management team attention on both strategic adaptation (Cho and Hambrick, 2006) and technological innovation (Eggers and Kaplan, 2009), and how the interplay of formal organizational structures and communication channels shapes strategic agendas (Dutt and Joseph, 2019) and decision-making (Bouquet and Birkinshaw, 2008; Joseph and Ocasio, 2012). Theoretical developments have continued apace, further developing the cognitive (Ocasio, 2011) and communicative (Ocasio et al, 2018) underpinnings of ABV, as well as the effects of organizational attention on recognizing entrepreneurial opportunities (Shepherd et al, 2018) and channeling growth (Joseph and Wilson, 2018). More recently (Ocasio et al, 2023), scholars have called for recognizing how ABV accounts for the changing nature of organizational structures, beyond the traditional Chandlerian firms that were more dominant in the 1990s.…”
Section: Introductionmentioning
confidence: 99%