Entrepreneurial pivoting as organizational search: Defining pivoting in early stage ventures.

Boddington, Monique; Kavadias, Stelios

doi:10.5465/ambpp.2018.12065abstract

Cited by 6 publications

(1 citation statement)

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“…In contrast, Shepherd and Gruber (2020) argued that pivoting is about testing new hypotheses. Other scholars have studied pivoting from the organisational learning perspective (McGrath, 2010; Boddington and Kavadias, 2018), or the antecedents of pivoting from the entrepreneurs' cognitive and decision-making perspectives (Grimes, 2018; Ye et al. , 2020).…”

Section: Theoretical Background and Framingmentioning

confidence: 99%

Business model pivoting and digital technologies in turbulent environments

Balta,

Papadopoulos,

Spanaki

2023

IJEBR

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PurposeThis paper aims to draw on the Dynamic Capabilities View to discuss how small and medium enterprises (SMEs) use digital technologies to develop digital capabilities that will enable them to change their current business model and trajectory, that is, to pivot-within turbulent environments, and subsequently to survive and grow.Design/methodology/approachThe authors collected and analysed qualitative data from 26 SMEs in South-East England that have used digital technologies to pivot during the pandemic. The data was collected via in-depth semi-structured interviews. The authors analysed the data by creating first-order concepts, second-order themes, and aggregating dimensions.FindingsThe findings suggest that (1) digital technologies enable pivoting by facilitating the creation of the following digital capability types: “digital sensing”, “digital seizing” and “digital transforming”; (2) Each of these digital capability types is underpinned by micro-foundations (sub-capabilities) and shaped by the digital culture of the organisation. (3) these capabilities are triggered by the turbulent environment and the existing digital technologies, and are shaped by the digital culture.Originality/valueThe authors contribute to the literature of digital entrepreneurship as the authors illustrate (1) how the micro-foundations of digital capabilities, as facilitated by digital technologies, assist pivoting; and (2) the process from key activities during pivoting to second-order themes that represent micro-foundations to digital (dynamic) capabilities for pivoting in turbulent environments. The study highlights the importance of digital pivoting for businesses in the UK Southeast that have many aspirations for growth and innovation, whilst striving to address multiple challenges including digital divide and literacy, inflation and cost of living crisis, as well as supply chain issues.

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Section: Theoretical Background and Framingmentioning

confidence: 99%

Business model pivoting and digital technologies in turbulent environments

Balta,

Papadopoulos,

Spanaki

2023

IJEBR

View full text Add to dashboard Cite

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Pivot to Persevere: Temporary Pivots as a Response to Exogenous Shocks

Scheve,

Reihlen,

Gegenhuber

2024

Schmalenbach J Bus Res

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Despite much progress in the research on pivots as a response to crisis, the nature of temporary pivots remains unclear. This article investigates how a venture responded to the challenges of the COVID-19 pandemic by performing a temporary pivot. Drawing on an inductive, longitudinal case study of the fast-growing young venture “Gazelle,” we developed a process model of temporary pivots that encompasses three phases: what evokes a temporary pivot; how it is enacted; and what effects it has on the venture. Our findings suggest that temporary pivots require effectual decision-making and the reversibility of changes made. Our research contributes to the growing literature on pivoting by conceptualizing the temporary pivot as a short-term entrepreneurial response to exogenous shocks and part of a long-term strategy of perseverance.

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