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EB

ONLINE

Cham : Springer International Publishing AG, 2021

1 online resource (142 pages)

ISBN 9783030789350 (electronic bk.)

ISBN 9783030789343

Print version: Shepherd, Dean A. Entrepreneurial Strategy Cham : Springer International Publishing AG,c2021 ISBN 9783030789343

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.

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 ---

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 ---

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.

Crafting a New Venture Strategy -- Facilitating Organizational Emergence -- Promoting New Venture Legitimacy -- Founder Exit -- Starting New Ventures in Different Environments -- Conclusion -- References.

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 ---

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.

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 ---

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(Au-PeEL)EBL6680536

(MiAaPQ)EBC6680536

(OCoLC)1321803875