Entrepreneurial Strategy : : Starting, Managing, and Scaling New Ventures.

• Author: Shepherd, Dean A.
• TeilnehmendeR: Patzelt, Holger.
• Place / Publishing House: Cham : : Springer International Publishing AG,, 2021.; ©2021.
• Year of Publication: 2021
• Edition: 1st ed.
• Language: English
• Physical Description: 1 online resource (142 pages)

Table of Contents

• Intro
• Preface
• Chapter 1: Attending to the External Environment to Identify Potential Opportunities
• Chapter 2: Co-constructing an Opportunity with a Community of Inquiry
• Chapter 3: A Lean Framework for Starting a New Venture
• Chapter 4: Managing New Ventures
• Chapter 5: Scaling New Ventures
• Concluding Remarks
• References
• Contents
• List of Figures
• 1 Attending to the External Environment to Identify Potential Opportunities
• Attending to the Environment to Form Opportunity Beliefs for Entrepreneurial Action
• Allocating Transient Attention to Identify a Potential Opportunity (for Someone)
• High Top-Down Guidance (Low Bottom-Up Processing) for Attending to the External Environment to Identify Potential Opportunities
• Low Top-Down Guidance (More Bottom-Up Processing) for Attending to the External Environment to Identify Potential Opportunities
• Search, Guided Attention, and the Identification of Potential Opportunities
• Entrepreneurs' Job Demands, Guided Attention, and the Identification of Potential Opportunities
• Sustained Entrepreneurial Attention for Acting on an Opportunity Belief
• Sustained Attention for Abductive Discernment and Opportunity-Belief Formation
• Sustained Attention for Analytical Discernment and Opportunity-Belief Formation
• Sustained Attention for Categorical Discernment and Opportunity-Belief Formation
• Sustained Attention for Absorptive Discernment and Opportunity-Belief Formation
• An Attention Model of Opportunity-Belief Formation for Entrepreneurial Action
• Conclusion
• References
• 2 Co-constructing an Opportunity with a Community of Inquiry
• Communities of Inquiry and Opportunity Development
• Progress in Opportunity Development
• Entrepreneurial Team Knowledge and Engaging a Community of Inquiry.
• Progress in Opportunity Development, Open Community Engagement, and Entrepreneurial Teams of Varied Specialists
• Lacking Progress in Opportunity Development, Focused Community Engagement, and Entrepreneurial Teams of Generalists
• Interacting with a Community of Inquiry for Opportunity Development
• Open Community Engagement and Gathering Diverse Information
• Focused Community Engagement and Gathering Specific Information
• Open Community Engagement and Generating Multiple Alternatives
• Focused Community Engagement and Generating Related Alternatives
• Open Community Engagement and Disconfirming Opportunity Conjectures
• Focused Community Engagement and Confirming Opportunity Conjectures
• A Social Model of Opportunity Development
• Conclusion
• References
• 3 A Lean Framework for Starting a New Venture
• The Lean Startup Framework: Its Origins, Core Ideas, and Roots in Research
• Building Blocks of the Lean Startup Framework
• Building Block 1: Identifying and Evaluating Market Opportunities
• Building Block 2: Designing Business Models
• Building Block 3: Engaging in Validated Learning
• Building Block 4: Building Minimum Viable Products
• Building Block 5: Learning Whether to Persevere with or Pivot from the Current Course of Action
• An Overarching Perspective on the Lean Startup Framework
• Conclusion
• References
• 4 Managing New Ventures
• Co-creating a Startup Venture
• Lead Founder and Starting a New Venture
• Founding Team and Starting a New Venture
• Social Relationships and Starting a New Venture
• Cognitions and Starting a New Venture
• Organizing the Startup of a New Venture
• Emergent Organizing
• Crafting a New Venture Strategy
• Facilitating Organizational Emergence
• Promoting New Venture Legitimacy
• Founder Exit
• Starting New Ventures in Different Environments
• Conclusion
• References.
• 5 Scaling New Ventures
• A Knowledge-Transfer Perspective on Organizational Scaling
• Accumulating Knowledge to Scale a New Venture
• Communicating Knowledge and Scaling a New Venture
• Knowledge Articulation and Codification
• Communication Avenues
• Relocating Knowledge and Scaling
• Connecting Knowledge
• Social Capital
• Formalization
• Improvisation
• Founder Replacement and New Venture Scaling
• A Feedback Framework of Knowledge Transfer in Organizational Scaling
• Accumulating and Communicating Knowledge for Scaling
• Accumulating and Relocating/Connecting Knowledge for Scaling
• Communicating and Relocating Knowledge for Scaling
• Communicating and Connecting Knowledge for Scaling
• Relocating and Connecting Knowledge
• Founder Replacement and Accumulating, Communicating, Relocating, and Connecting Knowledge for Scaling
• Scaling and Accumulating, Communicating, Relocating, and Connecting Knowledge for Scaling
• Conclusion
• References
• Concluding Remarks
• References
• Index.