Towards a Better Measurement Scale of Causation and Effectuation

Clausen, Tommy Høyvarde; Solvoll, Sølvi

doi:10.5465/ambpp.2014.13785abstract

Cited by 8 publications

(3 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…() have begun making strides for the quantitative study of effectuation by developing survey instruments to distinguish between effectuation and causation decision‐making paradigms. However, these are only first steps, which will need to be critically assessed and developed further (see, e.g., Alsos, Clausen, and Solvoll, ). To further this effort, measures need to be developed for understanding when these paradigms are appropriate.…”

Section: Discussionmentioning

confidence: 99%

Bridging Behavioral Models and Theoretical Concepts: Effectuation and Bricolage in the Opportunity Creation Framework

Welter

Mauer

Wuebker

2016

Strategic Entrepreneurship

204

176

View full text Add to dashboard Cite

Research summary: Opportunity creation, effectuation, and bricolage are three concepts that describe value creation and the central role of entrepreneurial action in that process. Although research often conceptualizes these concepts as interrelated, precisely how they relate to and complement one another and where they diverge remains unclear. This article examines the roots of each of these concepts and their underlying assumptions, organizing them within a unifying conceptual frame. Our analysis reveals a set of entailing implications that can guide future conceptual and empirical work in entrepreneurship, and it advances our understanding of value creation and capture in strategy, organization theory, management, and related fields. Managerial summary: What are entrepreneurs doing? At the highest level of abstraction, entrepreneurs are identifying and exploiting opportunities. Recently, several lines of research have examined how certain types of entrepreneurial action can result in forming, rather than merely encountering, opportunities. Scholars engaged in this work have used both deductive and observational approaches, which have been rarely examined jointly or integrated into a comprehensive framework. This article focuses on the literature on opportunity creation, effectuation, and bricolage, examining each of the approaches and their underlying assumptions, and it organizes them within a unifying conceptual frame. Doing so reveals avenues for future work, in particular the development of new theories of opportunity formation, and implications for research in related fields such as strategic management, organization theory, and economics.

show abstract

Section: Discussionmentioning

confidence: 99%

Bridging Behavioral Models and Theoretical Concepts: Effectuation and Bricolage in the Opportunity Creation Framework

Welter

Mauer

Wuebker

2016

Strategic Entrepreneurship

204

176

View full text Add to dashboard Cite

show abstract

“…To capture this, two dependent variables were included representing the behaviours of the entrepreneurs during business start-up: effectuation and causation. To measure these concepts, we drew on a recently developed and validated 10 item measuring instrument, including five items for causation and five items measuring effectuation (Alsos, Clausen, and Solvoll 2014). Both effectuation and causation are measured as a summated mean scale of the five items ranging from 1 to 7.…”

Section: Dependent Variablesmentioning

confidence: 99%

Entrepreneurs’ social identity and the preference of causal and effectual behaviours in start-up processes

Alsos

Clausen

Hytti

et al. 2016

Entrepreneurship & Regional Development

Self Cite

163

164

View full text Add to dashboard Cite

This paper examines how the social identity of an entrepreneur influences his or her behaviour when engaged in new venture formation. Building on the typology of entrepreneurial identities developed by Fauchart and Gruber (2011), this study examines the relationship between the social identity of the entrepreneur and subsequent entrepreneurial behaviour using a mixed method approach. Based on interviews with entrepreneurs in six start-ups within the tourism sector and on previous literature, three hypotheses were developed regarding the relationship between entrepreneurial identity and entrepreneurial behaviour (causation, effectuation).Consequently, the hypotheses were tested using a survey among a sample of entrepreneurs who registered a new firm in 2013. The study finds that the entrepreneurial identity influences whether the individual predominantly engages in effectual or causal behaviour. Hence, the study contributes by focusing on entrepreneurial identity as an important factor shaping the behaviours of entrepreneurs. In addition, we add to the understanding of entrepreneurs as a heterogeneous group. Entrepreneurs vary in terms of their identity, and this variation has consequences for their entrepreneurial behaviour. Finally, by adopting a mixed method approach, this study benefits from and contributes to the interaction of qualitative and quantitative data in entrepreneurship research.

show abstract

“…This helped us to have an appreciation of the relational team contexts. Finally, they were asked to describe their joint early decisions followed by directed questioning using the five effectual/causal principles (Alsos et al 2014;Sarasvathy 2001). Interviews were recorded and transcribed amounting to 146 pages of data.…”

Section: Data Collectionmentioning

confidence: 99%

How shared pre-start-up moments of transition and cognitions contextualize effectual and causal decisions in entrepreneurial teams

Tryba

Fletcher

2019

Small Bus Econ

View full text Add to dashboard Cite

Although it is reported that early venture decisions are influenced by the relationships and common history of entrepreneurial team members, little is known about how the mutual interests and ambitions experienced in the pre-start-up phase provide a shared and relational context for joint decisions. Drawing on a multiple case study approach of nine entrepreneurial teams in new ventures, this study identifies the shared pre-start-up moments of transition during which team members' prior work and life patterns start to change. We show that in these intense moments, shared entrepreneurial cognition evolves among team membersthe relationality of which provides a unique social context for decision behaviors. Our findings conclude that effectual behaviors advance a theory of context because in simultaneously working with effectual and causal logics (albeit with varying intensities), team decisions are realized that are consistent with the relational context that emerges in the pre-start-up moment.

show abstract

Towards a Better Measurement Scale of Causation and Effectuation

Cited by 8 publications

References 0 publications

Bridging Behavioral Models and Theoretical Concepts: Effectuation and Bricolage in the Opportunity Creation Framework

Bridging Behavioral Models and Theoretical Concepts: Effectuation and Bricolage in the Opportunity Creation Framework

Entrepreneurs’ social identity and the preference of causal and effectual behaviours in start-up processes

How shared pre-start-up moments of transition and cognitions contextualize effectual and causal decisions in entrepreneurial teams

Contact Info

Product

Resources

About