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

Abstract

Purpose The COVID-19 crisis has significantly affected entrepreneurial ventures, where knowledge resources are limited and contextual uncertainty is heightened. This paper aims to identify if and how interorganizational learning (IOL) may assist entrepreneurial ventures adapt, survive and grow in a crisis. Design/methodology/approach The following research question is asked: How may responding to the adversity induced by the COVID-19 pandemic affect IOL between entrepreneurial ventures? Four hypotheses were developed to carry out a quantitative study of 228 knowledge-based entrepreneurial ventures in Norway. Findings The results illustrate how different combinations of adversity from COVID-19 and the active responses conducted by entrepreneurial ventures influence IOL. Four clusters representing different behaviors are developed accordingly as follows: “collaborators”, “supporters”, “responders” and “victims.” The findings provide empirical support for the importance of engaging in interactive and collaborative activities for IOL. Research limitations/implications The findings can help in understanding how COVID-19 influences IOL between entrepreneurial ventures. Policymakers may use these findings to promote organizational continuity in entrepreneurial ventures by creating and nurturing support systems that promote IOL during a crisis. Originality/value Studying a contemporary and critical situation – the COVID-19 pandemic – the present paper provides an empirical study of the antecedents to IOL, adding to the currently scarce body of research on IOL in and between entrepreneurial ventures.

Creative reconstruction: a structured literature review of the early empirical research on the COVID-19 crisis and entrepreneurship

“…This literature review also reveals clear approaches adopted to exploit opportunities in a time of crisis. The crisis not only affects opportunity per se but also how entrepreneurship is conducted, for instance, enhancing the focus on collaboration (Haneberg 2020 ). Entrepreneurial ventures in particular do, under certain conditions, seem well-positioned to respond to a crisis.…”

“… Opportunity Primary qualitative USA Organizers of collaborative online event Autoethnographic account Entrepreneurial action in existing organizations requires hustle and people giving themselves “permission” to act Gheorghiu ( 2020 ) How do entrepreneurs perceive government support during the crisis? Resilience Primary quantitative Romania 6,120 entrepreneurs Univariate analysis Entrepreneurs appreciate policy initiatives securing liquidity, criticize a lack of transparency of the conditions, and see potential in digitization Haneberg ( 2020 ) How do responses to crisis affect inter-organizational learning in entrepreneurial ventures? Resilience Primary quantitative Norway 228 knowledge-based entrepreneurial ventures Cluster analysis, Tobit regression Firms’ responses can be clustered into “collaborators,” “supporters,” “responders” and “victims,” the first three clusters significantly impact inter-organizational learning Hernández-Sánchez et al ( 2020 ) How does the crisis affect entrepreneurial intention?…”

Interorganizational learning: a context-dependent process

“…Knowledge-intensive industries have already been found to benefit from interorganizational learning through interpersonal relations (Pina-Stranger and Lazega, 2011). Haneberg (2021) looked into lockdown effects on interorganizational learning in mid-May 2020 in Norway after the country went into lockdown on March 13. Practitioners could benefit from the questions he asked to measure entrepreneurial venture adversity.…”

Guest editorial

“…This interesting paper identifies examples of how entrepreneurial ventures have responded to a crisis as the COVID-19 pandemic, and it also addresses how interorganizational learning can assist entrepreneurial ventures to adapt, survive and grow in such turbulent times. This is a "must read" for scholars and practitioners interested in the strategic behavior of such organizations (Haneberg, 2021).…”

“…Different is the thought-provoking study by Solheim and Moss (2021) who embark on a mission to understand how theories of interorganizational learning can be applicable in a new empirical context, being intraorganizational learning in a large, complex and multi-sited organization as the Swedish Ministry of Foreign Affairs. Finally, the studies by Steiber et al (2021), Haneberg (2021) and Reichenbach et al (2021) all use empirical evidence to build new theoretical knowledge to our field; they would thus categorize as "theory-expanders" according to Colquitt and Zapata-Phelan (2007). The details of the concrete theoretical contributions can naturally be found in the individual papers in this special issue.…”