A New Venture

The New Venture Creation Process: How Nascent Entrepreneurs Behave When Forming a New Venture

Organizational Learning and New Venture Performance

This research uses Huber’s (1991) conceptualization of organizational learning to analyze knowledge acquisition by management teams in emerging firms. Involvement in ongoing knowledge acquisition activities is positively and significantly related to new venture performance. In addition, task environment dynamism is a positive moderator of the relationship between involvement in knowledge acquis...

Effective Heuristics for New Venture Formation

Entrepreneurs are often under time pressure and may only have a short window of opportunity to launch their new venture. This means they often have no time for rational analytical decisions and rather rely on heuristics. Past research on entrepreneurial heuristics has primarily focused on predictive modes of control. Studies have analyzed the heuristics that entrepreneurs use when they try to p...

International New Venture Legitimation: An Exploratory Study

There is limited theoretical understanding and empirical evidence for how international new ventures legitimate. Drawing from legitimation theory, this study fills in this gap by exploring how international new ventures legitimate and strive for survival in the face of critical events during the process of their emergence. It is a longitudinal, multiple-case study research that employs critical...

New Venture Innovation in Dynamic Markets

The important relationship between knowledge and innovation is well established in the literature. However, little is known about how new ventures’ acquisition, assimilation, transformation, and exploitation of knowledge (i.e., their absorptive capacity) affects innovation. We examine the role of the individual components of absorptive capacity on innovation on a sample of new firms in the Swed...