Entrepreneurial learning as an effectual process

Abstract

Purpose The purpose of this paper is to address how entrepreneurial learning may be understood as an effectual process in the early phase of venture creation. Design/methodology/approach Previous research is used to develop a conceptual frame of reference, which is further developed through a longitudinal qualitative case study of five new venture teams. Conceptualising these teams’ learning as sequences of events over a one-year period provides rich insight from real-life processes. Findings A conceptual model of how entrepreneurial learning may be understood as an effectual process is presented. The interactions and interdependencies between nine process characteristics along three main dimensions in the process, activity, multiple actors and context-dependent, demonstrate how the process tie together as a whole. Research limitations/implications The present paper argues for further cross-fertilisation of entrepreneurial learning and effectuation research and showcases how studies of entrepreneurial learning may contribute to organisational learning in entrepreneurial ventures. The conceptualisation of characteristics and dimensions aims to support future process studies by suggesting a framework for analysing process events in longitudinal studies. Originality/value Previous research has already established how activities are central to entrepreneurial learning and emphasised that what constitutes the two dimensions of multiple actors and context-dependence is important. The present paper contributes to entrepreneurial learning with an enhanced understanding of why and how the three dimensions are important as well as interdependent and mutually interactive. The present paper also contributes to organisational learning by extending the understanding of learning in emerging entrepreneurial organisations.

Business model innovation in corporate entrepreneurship: exploratory insights from corporate accelerators

“…It can initiate a process of organizational learning that might ultimately lead to business model reconfiguration (Dada and Fogg 2014;Lumpkin and Lichtenstein 2005;Nielsen 2015;Sambrook and Roberts 2005). Our findings are consistent with various recent streams of entrepreneurship research that support entrepreneurial learning in corporate ventures (Brockman 2013;Cope 2011;Haneberg 2019;Politis et al 2019). By approaching the inherent challenges as opportunities for change, corporations can take advantage of the wide range of potential benefits and multiply their effects.…”

Interorganizational learning between knowledge-based entrepreneurial ventures responding to COVID-19

“…The literature on IOL pinpoints how activities and interactions, such as active responses to crisis, within and between organizations are essential for IOL to occur (Brix, 2019;Peronard and Brix, 2019) and for action and learning in entrepreneurial ventures generally (Haneberg, 2019;Lefebvre et al, 2015). Thus, a second hypothesis is formulated:…”

“…However, learning does have a central role in entrepreneurship research; Cope (2005) stated that entrepreneurship is learning. The research field on entrepreneurial learning emerged to understand how entrepreneurs develop their ventures through learning (Deakins and Freel, 1998), and entrepreneurial learning can be considered organizational learning in the early stages of an organization (Haneberg, 2019). Scholars have increasingly acknowledged the influence of social interactions with other entrepreneurs (Nogueira, 2019) and the social context in which learning occurs (Davidsson and Honig, 2003; Karataş-Özkan, 2011; Taylor and Thorpe, 2004).…”

“…Research on learning in entrepreneurial ventures has emphasized how entrepreneurs learn by responding to critical events through the process of developing and managing the venture (Cope, 2003;Haneberg, 2019). Although such events are indeed venture specific, events such as the lockdowns following the COVID-19 pandemic have likely affected entrepreneurial ventures globally (Kuckertz et al, 2020).…”

Guest editorial

“…The articles by Haneberg (2019) and El-Awad (2019) illustrate the benefits of integrating new scholarly development, such as the focus on new entities (e.g. teams) and new theories/ concepts (e.g.…”