1,721,029 research outputs found
Value lab: a tool for entrepreneurial strategy
No full textThis article discusses entrepreneurial decision-making
A scientific method for start-ups: comparing lean and the theory-based view
Get PDFRecent scholarship has sought to develop a “scientific method” for startups. In this paper we contrast two approaches: lean startup and the theory-based view of startups. The lean startup movement has served an important function in calling for a normative and scientific approach to startups and venture creation. The theory-based view shares this agenda. But there are differences in the underlying theoretical mechanisms and practical prescriptions suggested by each approach. We highlight these differences and their implications for both research and practice. For example, we contrast lean startup’s emphasis on bounded rationality and entrepreneur-customer information asymmetry with the theory-based view’s emphasis on generative rationality and belief asymmetry. The theory-based view focuses on contrarian beliefs, associated problem formulation, and the development of a startup-specific causal logic for experimentation, resource acquisition, and problem solving. The right mix of entrepreneurial actions is contingent and startup-specific—guided by a startup’s unique theory. After pointing out differences between the lean and theory-based view of startups, we discuss opportunities for partial reconciliation, as well as opportunities for empirically comparing perspectives. Overall, we emphasize that a scientific method for startups needs to recognize the importance of contingent, discriminating alignment between entrepreneurial theories and the actions they prescribe (including different types of experimentation and validation, search, and forms of organization)
The microfoundations movement in strategy and organization theory
No full textMicrofoundations have received increased attention in strategy and organization theory over the past decade. In this paper, we take stock of the microfoundations movement, its origins and history, and disparate forms. We briefly touch on similar micro movements in disciplines such as economics and sociology. However, our particular focus is on the unique features of the microfoundations movement in macro management. While the microfoundations movement in macro management does seek to link with more micro disciplines such as psychology and organizational behavior, it also features a unique set of questions, assumptions, theoretical mechanisms, and independent/dependent variables that complement the focus in the micro disciplines. We also discuss the disparate criticisms of the microfoundations literature and the challenges the movement faces, such as defining distinct theoretical and empirical programs for microfoundational research. The overall purpose of this manuscript is to clearly delineate the promise and uniqueness of microfoundations research in macro management, to discuss how the movement originated and where it is going, and to offer rich opportunities for future work
Lean startup and the business model: experimentation revisited
Get PDFThis paper discusses the relations between lean start-up and entrepreneurial experimentatio
Incentives, Information, and Emergent Collective Accuracy
Get PDFPeer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/93557/1/mde2560.pd
Valve Corporation: Strategy Tipping Points and Thresholds
No full textValve Corporation represents an intriguing case study of flat structure and self organization (Puranam & Håkonsson, 2015; Valve, 2012). The structures and practices of Valve of course are not new. But the company provides an interesting experiment and illustration that powerfully highlights how organizational design can impact individual and collective behavior, strategy and performance
Cosmologies of Capability, Markets and Wisdom of Crowds: Introduction and Comparative Agenda
No full textThe ability—or ‘capability’—to do something has much to do with the nature of the individuals involved and the aggregate and emergent outcomes of their interactions. I focus on the endogenous origins of capability in organizations and markets, in response to cosmologies of capability and organization that focus on the exogenous environment (selection or external categories), behavioral learning and related mechanisms (association or analogy). I look at capabilities comparatively—across forms, contexts and even species—and discuss their aggregate, emergent nature. I introduce the special issue papers and discuss a broader agenda on endogenous capabilities, aggregation and comparative organization
Valve Corporation: Strategy Tipping Points and Thresholds
No full textValve Corporation represents an intriguing case study of flat structure and self organization (Puranam & Håkonsson, 2015; Valve, 2012). The structures and practices of Valve of course are not new. But the company provides an interesting experiment and illustration that powerfully highlights how organizational design can impact individual and collective behavior, strategy and performance
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