Improvising Entrepreneurship

Duxbury, Tom

doi:10.22215/timreview/809

Cited by 19 publications

(16 citation statements)

References 18 publications

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“…Established entrepreneurs use causation sparely (Dew et al, 2015), yet causation tends to dominate business school teaching, including our students (Kickul et al, 2010; Matlay, 2008). We suggest that this conditioned them to behave in ways (Calvard, 2015; Minniti and Lévesque, 2008) that may have been ineffective given the nature of the task, its time frame and the resources that they had available (Duxbury, 2014). We also speculate that causation, being less risky and psychologically expensive (Grupe and Nitschke, 2013; Pittaway and Cope, 2007), prevailed over experimentation because of the students’ need to address two goals simultaneously – to engage in entrepreneurial value creation and to pass the module.…”

Section: Discussionmentioning

confidence: 99%

“…Other types of entrepreneurial behaviours were not considered in our study. An example of this is the role of ‘improvisation’ by entrepreneurs as a possible additional approach to the categorisation of entrepreneurial activity (Duxbury, 2014). Baker and Nelson (2005) suggest that organisational improvisation can be an important precursor to bricolage, yet this is not considered in Fisher’s model and we did not investigate it.…”

Section: Conclusion and Recommendations For Further Research And Pracmentioning

confidence: 99%

“…Baker and Nelson (2005) suggest that organisational improvisation can be an important precursor to bricolage, yet this is not considered in Fisher’s model and we did not investigate it. Students working under time and physical resource constraints faced unpredictable and unanticipated consequences (Duxbury, 2014; Fayolle, 2013), making improvisation appropriate. As a side issue, we would concur with those that have criticised the OM model as being rather repetitive and overlapping (Welter et al, 2016) and would recommend further refinement of the categories.…”

Section: Conclusion and Recommendations For Further Research And Pracmentioning

confidence: 99%

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Entrepreneurial decision-making in a microcosm

Chang

Rieple

2018

Management Learning

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This study investigates when, how and why students use causation, effectuation and bricolage behaviours within a fundraising project that acted as a microcosm of the entrepreneur's world. Such a pedagogical device reveals students use of different OM behaviours over the different stages of entrepreneurship. Although research has confirmed the use of these behaviours by entrepreneurs, how student entrepreneurs learn, and practice, them, remains underexplored. Causation is the predominant focus for university teaching, yet our data reveal that students adopted all three behaviours at different stages of the fundraising project as they responded to different contextual forces. Our findings suggest that opportunity management theories should take a more prominent role in the higher education entrepreneurship curriculum. Educators also need to provide a better means of facilitating students to learn about, and practice, a greater repertoire of opportunity management behaviours than is currently the case.

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Section: Discussionmentioning

confidence: 99%

Section: Conclusion and Recommendations For Further Research And Pracmentioning

confidence: 99%

Section: Conclusion and Recommendations For Further Research And Pracmentioning

confidence: 99%

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Entrepreneurial decision-making in a microcosm

Chang

Rieple

2018

Management Learning

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“…En la actualidad, como resultado de lo anterior, el concepto de improvisación, por ejemplo, ya no es ajeno al campo de los estudios organizacionales y, de hecho, está ganando cada vez más importancia en los múltiples dominios que le dan forma (Arshad, 2011;Cunha, Clegg, & Kamoche, 2012;Cunha & Cunha, 2006;Duxbury, 2014;Kamoche, Cunha, & Cunha, 2003;Kamoche, Cunha, & Cunha, 2002;McDaniel, 2007;Montuori, 2012;Vendelø, 2009). …”

Section: La Improvisación Musical Como Metáfora úTil Para Avanzar Hacunclassified

“…Lo indicado en esta sección, haciendo uso de un pensamiento metafórico -de amplio espectro en el desarrollo del campo de los estudios organizacionales (Barnett, 1996;Cornelissen, 2005;Cornelissen et al, 2008;Grant & Oswick, 1996;Heracleous & Jacobs, 2011;Hill & Levenhagen, 1995;Inns, 2002;Letiche & van Uden, 1998;Manning, 1979;Morgan, 1980;Örtenblad et al, 2013)-, procura entonces establecer una base para la contribución que se espera realizar, a través de esta investigación, a la serie de trabajos que han abierto el espacio, en particular, a una importante serie de conversaciones que ponen en relación aspectos como la improvisación, la música, la administración, las organizaciones y la estrategia (Arshad, 2011;Barrett, 1998;Duxbury, 2014;Hatch & Weick, 1998;Kamoche et al, 2002Kamoche et al, , 2003Mantere, et al, 2007;Meyer et al, 1998;Patrick, 2008;Weick, 1998). De hecho, existen razones para pensar que la citada metáfora vale la pena y su utilización tiene sentido en trabajos como este (ver tabla 3).…”

Section: Nueva York Y Alemaniaunclassified

Un aporte a la comprensión de las estrategias emergentes en las organizaciones a través del concepto de improvisación y la metáfora musical

Sanabria

Moreno

2017

Rev. fac. cien. econ.

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ResumenEste trabajo se inscribe en uno de los grandes campos de los estudios organizacionales: la estrategia. La perspectiva clásica en este campo promovió la idea de que proyectarse hacia el futuro implica diseñar un plan (una serie de acciones deliberadas). Avances posteriores mostraron que la estrategia podía ser comprendida de otras formas. Sin embargo, la evolución del campo privilegió en alguna medida la mirada clásica, estableciendo por ejemplo, múltiples modelos para 'formular' una estrategia, pero dejando en segundo lugar la manera en la que esta puede 'emerger'. El propósito de esta investigación es, entonces, aportar al actual nivel de comprensión respecto a las estrategias emergentes en las organizaciones. Para hacerlo, se consideró un concepto opuesto -aunque complementario-al de 'planeación' y, de hecho, muy cercano en su naturaleza a ese tipo de estrategias: la improvisación. Dado que este se ha nutrido de valiosos aportes del mundo de la música, se acudió al saber propio de este dominio, recurriendo al uso de 'la metáfora' como recurso teórico para entenderlo y alcanzar el objetivo propuesto. Los resultados muestran que: i) las estrategias deliberadas y las emergentes coexisten y se complementan, ii) la improvisación está siempre presente en el contexto organizacional, iii) existe una mayor intensidad de la improvisación en el 'cómo' de la estrategia que en el 'qué' y, en oposición a la idea convencional al respecto, iv) se requiere cierta preparación para poder improvisar de manera adecuada.

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Sustainable business model innovation and acceptance of its practices among Spanish entrepreneurs

Peralta

Carrillo‐Hermosilla

Romero

2019

Corp Soc Responsibility Env

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Sustainable business model innovation debate is mostly focusing on the use of certain practices and tools to implement sustainable objectives in new firms. Our paper contributes to this debate examining the factors influencing the entrepreneur's election of the practices to develop sustainable business model innovation (SBMI). We conducted an empirical analysis on a population of Spanish entrepreneurs (N = 234) and applied a sound behavioral framework and the PLS-SEM algorithms to factor out those elements. On the basis of this analysis, we argue that performance expectancy, effort expectancy, social influence, facilitating conditions, hedonic motivation, habit, costs, speed, funding, and security and behavioral intention might affect the entrepreneurial acceptance of the practices leading to SBMI. We also argue that the knowledge of these factors benefit incubators, mentors, and agencies balance them into their support to sustainable business development. Our analyses open a novel research line by studying those factors influencing entrepreneurial use of sustainable innovation practices and facilitating future development of full-scale models explaining this usage.

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Improvising Entrepreneurship

Cited by 19 publications

References 18 publications

Entrepreneurial decision-making in a microcosm

Entrepreneurial decision-making in a microcosm

Un aporte a la comprensión de las estrategias emergentes en las organizaciones a través del concepto de improvisación y la metáfora musical

Sustainable business model innovation and acceptance of its practices among Spanish entrepreneurs

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