Opportunities and institutions: A co-creation story of the king crab industry

Alvarez, Sharon; Young, Susan; Woolley, Jennifer L.

doi:10.1016/j.jbusvent.2014.07.011

Cited by 164 publications

(114 citation statements)

References 70 publications

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“…Ongoing discussions question whether opportunities are discovered by astute individuals (Eckhardt & Shane, 2013;Shane, 2012) or created through agentic enactment processes (Alvarez & Young, 2015;Sarasvathy, 2001;Venkataraman, Sarasvathy, Dew, & Forester, 2012 Conversely, our model proposes that mixed, and especially balanced, entrepreneurs are more likely to recognize and develop opportunities in ways that lead to the creation of unique models. They do so because they: 1) hold salient identities related to social welfare and commercial logics, 2) perceive tension between social welfare and commercial aims, and 3) are internally motivated to resolve this tension.…”

Section: Contribution To Entrepreneurship Theorymentioning

confidence: 97%

An Identity-Based Approach to Social Enterprise

Wry

York

2017

AMR

394

361

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Social enterprise has gained widespread acclaim as a tool for addressing social and environmental problems. Yet because social enterprises integrate social welfare and commercial logics, they face the challenge of pursuing frequently conflicting goals. Studies have begun to address how established social enterprises can manage these tensions, but we know little about how, why, and with what consequences social entrepreneurs mix competing logics as they create new organizations. To address this gap, we develop a theoretical model based in identity theory that helps to explain (1) how commercial and social welfare logics become relevant to entrepreneurship, (2) how different types of entrepreneurs perceive the tension between these logics, and (3) what implications this has for how entrepreneurs recognize and develop social enterprise opportunities. Our approach responds to calls from organizational and entrepreneurship scholars to extend existing frameworks of opportunity recognition and development to better account for social enterprise creation.

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Section: Contribution To Entrepreneurship Theorymentioning

confidence: 97%

An Identity-Based Approach to Social Enterprise

Wry

York

2017

AMR

394

361

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“…This possibility has been highlighted in recent entrepreneurship research, which shows how actions by entrepreneurial people and organizations result in institutional changes. For example, Alvarez, Young and Woolley (2015) show how an entrepreneur's pursuit of a commercial opportunity in the king crab industry involved the development of industry standards and regulations. Another example is Vaaler's analysis of how immigrant remittances can affect country-level attributes like startup rates, capital availability and openness to international trade (Vaaler 2011).…”

Section: Beyond Categorizationmentioning

confidence: 99%

Beyond categorization: New directions for theory development about entrepreneurial internationalization

2017

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Categorizations emphasizing the earliness of internationalization have long been a cornerstone of international entrepreneurship research. Here we contend that the prominence of categories has not been commensurate with theory development associated with them. We draw on categorization theory to explain why earliness-based categories are persistent, and argue that a greater focus on notions related to opportunity can open new avenues of research about the entrepreneurial internationalization of business. We propose and discuss three directions for opportunity-based research on entrepreneurial internationalization, involving context, dynamics and variety.

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“…This submission is aligned with the central tenets of service-dominant logic, which explicitly advocate the view that institutions and institutional arrangements are endogenously generated . Alvarez et al (2015) highlight the role of actors in shaping institutions by "defining new institutional norms and regulations that govern the production, distribution, and consumption associated with these new opportunities" (p. 97). Accordingly, "actors work to influence their institutional contexts through such strategies as technical and market leadership, lobbying for regulatory change and discursive action" (Lawrence and Suddaby, 2006, p. 215).…”

Section: Dynamic Capabilities Driving Service Ecosystem Changementioning

confidence: 99%

Game-changers: dynamic capabilities’ influence on service ecosystems

Nenonen

Gummerus

Sklyar

2018

JOSM

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Purpose -Service-dominant logic acknowledges that actors can influence how service ecosystems evolve through institutional work, but empirical research is only nascent. This paper advances understanding of ecosystem change by proposing that dynamic capabilities are a special type of operant resources enabling actors to conduct institutional work. Consequently, the purpose of this paper is to explore which dynamic capabilities are associated with proactively influencing service ecosystems.Design/methodology/approach -Drawing on service-dominant logic, institutional work, and dynamic capabilities, this exploratory study assumes an actor-centric perspective and proposes a conceptual model with a hierarchy of dynamic capabilities as the antecedents for successfully influencing service ecosystems. The research model was tested with survey data using PLS- SEM.Findings -Among the dynamic capabilities studied, 'visioning' and 'influencing explicit institutions' directly affect 'success in influencing service ecosystems', whereas 'timing' does so indirectly through 'influencing explicit institutions'. The other dynamic capabilities studied have no significant effect on 'success in influencing service ecosystems'. 'Success in influencing service ecosystems' positively affects the 'increased service ecosystem size and efficiency'.Practical implications -In addition to reactively positioning and competing at the marketplace, firms can choose to proactively influence their service ecosystems' size and efficiency. Firms aiming to influence service ecosystems should particularly develop dynamic capabilities related to visioning, timing, and influencing explicit institutions.Originality/value -This research is the first service-dominant logic investigation of the linkage between the actors' dynamic capabilities and their ability to influence service ecosystems.

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Opportunities and institutions: A co-creation story of the king crab industry

Cited by 164 publications

References 70 publications

An Identity-Based Approach to Social Enterprise

An Identity-Based Approach to Social Enterprise

Beyond categorization: New directions for theory development about entrepreneurial internationalization

Game-changers: dynamic capabilities’ influence on service ecosystems

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