Please enable JavaScript.

Coggle requires JavaScript to display documents.

How do entrepreneurs think they create value? A scientific reflection of…

- - - - (Chesbrough et al. 2006), (Huizingh 2011),
        (Cheng and Huizingh 2014)
        
        Chesbrough, H., Vanhaverbeke, W., & West, J. (2006). Open innovation: Researching a new paradigm. Oxford: Oxford University Press
        Huizingh, E. (2011). Open innovation: state of the art and future perspectives. Technovation, 31(1), 2–9.
        Cheng, C., & Huizingh, E. (2014). When is open innovation beneficial? The role of strategic orientation. Journal ofProduct Innovation Management, 31(6), 1235–1256.
  - - - (Thomke 1998), (Lynn et al. 2003),
        (Hauser et al. 2006), (Andries et al. 2013), (Kerr et al. 2014)
        
        Thomke, S. (1998). Managing experimentation in the design of new products. Management Science, 44(6), 743–762.
        Lynn, G., Akgün, A., & Keskin, H. (2003). Accelerated learning in new product development teams. European Journal ofInnovation Management, 6(4), 201–212.
        Hauser, J., Tellis, G., & Griffin, A. (2006). Research on innovation: A review and agenda for “Marketing Science”. Marketing Science, 25(6), 687–717.
        Andries, P., Debackere, K., & Looy, B. (2013). Simultaneous experimentation as a learning strategy: business model development under uncertainty. Strategic Entrepreneurship Journal, 7(4), 288–310.
        Kerr, W., Nanda, R., & Rhodes-Kropf, M. (2014). Entrepreneurship as experimentation. Journal ofEconomic Perspectives, 28(3), 25–48.
  - - - (Block and MacMillan 1985), (Coviello
        and Joseph 2012)
        
        Block, Z., & MacMillan, I. C. (1985). Milestones for successful venture planning. Harvard Business Review, 184-196.
        Coviello, N., & Joseph, R. (2012). Creating major innovations with customers: insights from smali and young technology firms. Journal ofMarketing, 76,87–104.
  - - - (Gassmann et al. 2006), (Sandmeier et al. 2010),
        (Salerno et al. 2015)
        
        Gassmann, O., Sandmeier, P., & Wecht, C. (2006). Extreme customer innovation in the front-end: learning from a new software paradigm. International Journal ofTechnology Management, 33(1), 46–65.
        Sandmeier, P., Morrison, P., & Gassmann, O. (2010). Integrating customers in product innovation: lessons from industrial development contractors and in-house contractors in rapidly changing customer markets. Creativity and Innovation Management, 19(2), 89–106.
        Salerno, M., Gomes, L., Silva, D. B. R., & Freitas, S. (2015). Innovation processes: which process for which project? Technovation, 35,59–70.
  - - - (Block and MacMillan 1985), (Sykesand
        Dunham 1995), (Sarasvathy 2001), (Read and Sarasvathy 2005), (Baker and Nelson 2005),
        (Lange et al. 2007), (Sommer et al. 2009), (Brinckmann et al. 2010), (Chandler et al. 2011),
        (Coviello and Joseph 2012), (Fisher 2012)
        
        Sykes, H., & Dunham, D. (1995). Critical assumption planning: a practical tool for managing business development risk. Journal ofBusiness Venturing, 10(6), 413–424.
        Sarasvathy, S. D. (2001). Causation and effectuation: toward a theoretical shift from economic inevitability to entrepreneurial contingency. The Academy ofManagement Review, 26(2), 243–263.
        Read, S., & Sarasvathy, D. S. (2005). Knowing what to do and doing what you know: effectuation as a form of entrepreneurial expertise. Journal ofPrivate Equity, 45-62.
        Baker, T., & Nelson, R. E. (2005). Creating something from nothing: resource construction through entrepre-neurial bricolage. Administrative Science Quarterly, 50(3), 329–366.
        Lange, J., et al. (2007). Pre-start-up formal business plans and post-start-up performance: a study of 116 new ventures. Venture Capital, 9(4), 237–256.
        Sommer, S., Loch, C., & Dong, J. (2009). Managing complexity and unforeseeable uncertainty in startup companies: an empirical study. Organization Science, 20(1), 118–133.
        Brinckmann, J., Grichnik, D., &Kapsa, D. (2010). Should entrepreneurs plan or just storm the castle? Ameta-analysis on contextual factors impacting the business planning–performance relationship in small firms.Journal ofBusiness Venturing, 25,24–40.
        Chandler, G. N., DeTienne, D. R., McKelvie, A., & Mumford, T. V. (2011). Causation and effectuation processes: a validation study. Journal ofBusiness Venturing, 26, 375–390.
        Fisher, G. (2012). Effectuation, causation, and bricolage: a behavioral comparison of emerging theories in entrepreneurship research. Entrepreneurship: Theory and Practice, 36(5), 1019–1051.