Comparing effectuation to discovery-driven planning, prescriptive entrepreneurship, business planning, lean startup, and design thinking
Bibliographic Data
| ID | 14869355 |
|---|---|
| Authors | Yashar Mansoori (0000-0002-4222-4710, Chalmers University of Technology, corresponding author), Martin Lackéus (0000-0001-9355-3496, Chalmers University of Technology) |
| Year | 2020 |
| Volume | 54 |
| Issue | 3 |
| Pages | 791-818 |
| Publication date | 2020-03-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Small Business Economics (JOURNAL) |
| Journal identifiers | ISSN: 0921-898X • E-ISSN: 1573-0913 |
| Publisher | Springer Science and Business Media LLC (PUBLISHER) |
| DOI | 10.1007/s11187-019-00153-w |
| OpenAlex | W2920714770 |
| Language | EN |
| Citations received | 12 |
| References cited | 92 |
There has been a growing interest among entrepreneurs and students in explicit guidance for entrepreneurial action. Both scholars and practitioners have responded to this demand by suggesting a variety of entrepreneurial methods. This has led, however, to a proliferation of relatively unrelated methods with varying degrees of rigor and relevance. In an attempt to organize and bring clarity to the range and diversity of entrepreneurial methods, this article compares effectuation with five other entrepreneurial methods along nine conceptual dimensions. Through the application of two conceptual frameworks, core underpinnings of each method are highlighted. In addition to revealing similarities and differences between the methods, the study identifies some key implications for theory, practice, policy, and education. The strengths of effectuation on a theoretical level could be used to develop other entrepreneurial methods. Conversely, the strengths of other entrepreneurial methods could be used to shore up the potential weaknesses of effectuation, such as a lack of behavioral tactics and limited applicability in later stages of venture development. Findings from this article can thus aid entrepreneurship scholars and practitioners to improve their prescriptions and can create new avenues for developing entrepreneurial methods
Action (physics · Business · CLARITY · Conceptual framework · Economics · Entrepreneurship · Knowledge management · Management science · Political science · Process management · Relevance (law · Scope (computer science · Social science · Sociology · Strengths and weaknesses · Variety (cybernetics · Computer Science · Entrepreneurship Studies and Influences · Innovation and Knowledge Management · Innovation and Socioeconomic Development · Psychology · Social Psychology
Understanding design capabilities required for design-driven entrepreneurship
An effectuation and causation perspective on the role of design thinking practices and digital capabilities in platform-based ventures
Lean Startup Approaches(LSAs)
“Things Ain’t What They Used to Be”
A model of social responsibility for start-ups
Human-AI agency in the age of generative AI
Assessing Lean Startup for sustainable business models
The Influence of Intuitive-Analytical Cognitive Styles on Entrepreneurial Decision-Making Logic
Entrepreneurial prototyping
Effectual exchange
A transversal reconceptualization of entrepreneurship education
A Quantum view of entrepreneurial opportunity
Business Research Methods
Approaches and Methods in Language Teaching
What Engineers Know and How They Know It
Approaches and Methods in Language Teaching
A dynamic model of process and product innovation
Perspective
Design Thinking
Entrepreneurial alertness in the pursuit of new opportunities
Legitimating first
New Venture Teams
Effectuation, Causation, and Bricolage
Knowledge for Theory and Practice
Discovery and creation
From Strategy to Business Models and onto Tactics
Entrepreneurship Education: Known Worlds and New Frontiers
Entrepreneurial Action And The Role Of Uncertainty In The Theory Of The Entrepreneur
Approach, Method, and Technique
What Engineers Know and How They Know It
Social Interaction
Entrepreneurship as a science of the artificial
Semi-normative theories based on bounded rationality
Organizational Learning and the Learning Organization
Creating the Corporate Future—Plan or be planned for
Theory in Practice
Developing Design Propositions through Research Synthesis
| Unique citing works | 12 |
|---|---|
| Citations per year | 2 |
| Citation span | 2020 - 2026 (7) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 12 |