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What makes failed entrepreneurs succssful? Entrepreneurial learning and real options reasoning

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Warianty tytułu
PL
Jak zamienić porażkę przedsiębiorczą na sukces? Przedsiębiorcze uczenie się i rozumowanie kategoriami opcji realnych
Języki publikacji
EN
Abstrakty
EN
The primary challenge of the research was to assess the possibility of applying real options reasoning to the process of learning by failure. This study used a multiple case design to answer its research questions. The research sample was chosen using two criteria: (1) numbers of previous ventures and (2) results of the ventures. Twelve novice and habitual, both failed and successful entrepreneurs were chosen. In result of conducted research it was possible to describe the results of the learning by failure process. Additionally factors that facilitate and hinder such learning were identified. Finally, we analyzed how entrepreneurs who have failed in their previous ventures can improve creation of subsequent ones using real options logic.
PL
Głównym celem zaprezentowanych badań była ocena możliwości zastosowania rozumowania kategoriami opcji realnych w procesie uczenia się przez porażkę. Projekt badań został oparty o metodologię wielokrotnego studium przypadku. Próba badawcza została dobrana na podstawie dwóch kryteriów: (1) ilości przedsięwzięć oraz (2) rezultatów w nich osiągniętych. Wybrano grupę dwunastu przedsiębiorców nowicjuszy i wielokrotnych. W wyniku badań możliwe stało się opisanie wyniku procesu uczenia się przez porażkę. Dodatkowo zostały zidentyfikowane czynniki ułatwiające i utrudniające uczenie się przez porażkę. W końcu dokonano analizy, w jaki sposób przedsiębiorcy, którzy odnieśli porażkę w dotychczasowym przedsięwzięciu mogą usprawnić proces tworzenia kolejnych przedsięwzięć stosując logikę opcji realnych.
Słowa kluczowe
Czasopismo
Rocznik
Strony
31--40
Opis fizyczny
Bibliogr. 40 poz., tab.
Twórcy
autor
autor
  • University of Economics in Katowice, Department of Entrepreneurship
Bibliografia
  • 1. Adner R, Levinthal D.A. (2004), What is not a real option: considering boundaries for the application of real options to business strategy, "Academy of Management Review", No. 29(1), 74-85.
  • 2. Anderson TJ. (2000), Real Options Analysis in Strategic Decision Making: An applied, approach in a dual options framework, "Journal of Applied Management Studies", No. 9(2), 235-255.
  • 3. Austen A. (2005), Przedsiębiorcze uczenie się w badaniach empirycznych, in: J. Lewandowski (ed.), Zarządzanie organizacjami gospodarczymi wieku informacji" Wydawnictwo Politechniki Łódzkiej, Łódź, 342-351.
  • 4. Bates T. (2005), Analysis of young small firms that have closed: delineating' successfulfrom unsuccessful closures, "Journal of Business Venturing", No. 20(3)'1 343-358.
  • 5. Bratnicki M. (1978), Force - .field analysis in research on decision - making processes, International Institute of Management - Wissenschaftzentrum, Berlin.
  • 6. Bratnicki M. (2005), Organizational entrepreneurship: Theoretical background, some empirical tests, and directions for future research, "Human Factors and Ergonomics in Manufacturing", No. 15, 15-33.
  • 7. Bratnicki M., Austen A. (2006), Dialectics of corporate learning. Towards unified view of holistic thinking, real options reasoning and sense making , paper presented at BAM Conference, 12-14 September, Belfast.
  • 8. Bratnicki M., Austen A., Gabryś B.J. (2005), How to become a serial entrepreneur: Learning by failure and real options reasoning as drivers of entrepreneurial, success, Paper presented at XIX RENT Conference, 17-18 November, Naples.
  • 9. Cope J. (2003), Entrepreneurial learning and critical reflection. Discontinuous events as triggers€ for high-level learning, "Management Learning", 34(4), 429-450.
  • 10. Cope J. (2005), Toward a dynamic learning perspective of entrepreneurship, "Entrepreneurship Theory & Practice", No. 29, 373-397.
  • 11. Daft R.L., Noe R.A. (2001), Organizational behaviour, Harcourt College Publishers, Orlando.
  • 12. De Tienne D.R., Shepherd D.A., De Castro J.O. (2002), The fallacy of "only the strong survive ": a social cognitive perspective on the persistence of underperforming entrepreneurial firms, paper presented at the 2002 Babson College - Kauttman Foundation Entrepreneurship Research Conterence.
  • 13. Deakins D., Freel M. (1998). Entrepreneurial learning and the growth process in SMEs, "Learning Organization", 5(3), 144.
  • 14. Dutton J.E. (1993), The making of organizational opportunities: An interpretive pathway to organizational change, in: L.L. Cummings, B.Staw (eds), "Research in Organizational Behavior", 15, JAI Press. Greenwich, 195-226.
  • 15. Eckhardt J.Y., Shane S. (2003), Opportunities and entrepreneurship, "Journal of Management", No. 29(3), 333-349.
  • 16. Harrison R.T., Leith C.M. (2005), Entrepreneurial learning: Researching the interface between learning and the entrepreneurial context, "Entrepreneurship Theory & Practice", No. 29, 351- 371.
  • 17. Ireland R.D., Hoskinson R.E., Hitt M.A. (2006), Understanding business strategy, Concepts and cases, Mason, Thomson/South Western.
  • 18. Janney J.J. (2005), Real option reasoning and the formation of entrepreneurial spirit, paper presented at the American Academy of Management Conterence, Honolulu.
  • 19. Janney J.J., Dess G.G. (2004), Can real options analysis improve decision-making? Promises and pitfalls, "Academy of Management Executive", No. 18(4),60-75.
  • 20. Learned K.E. (1992), What happened before the organization, "Entrepreneurship Theory & Practice", No. 17(1),39-48.
  • 21. Lewin K. (1951), Field Theory in Social Science, New York: Harper and Row.
  • 22. McGrath R.G. (1996), Options and the entrepreneur: Toward strategic theory of entrepreneurial wealth creation, "Academy of Management Proceedings", 101-105.
  • 23. McGrath R.G. (1999), Falling forward: Real options reasoning and entrepreneurial failure, "Academy of Management Review", No. 24(1), 13-30.
  • 24. McGrath R.G. (2002), Entrepreneurship, small firms and wealth creation: a framework using real options reasoning, in: A. Pettigrew, H. Thomas, R. Whittinghtion (eds), Handbook of Strategy and Management, Sage Publications, London-Thousand Oaks-New Delhi, 299-325.
  • 25. Minniti M., Bygrave W. (2001), A dynamic model of entrepreneurial learning, "Entrepreneurship Theory & Practice", No. 25(3), 5-16.
  • 26. Ormerod P. (2005), Why most things fail: Evolution, extinction and economics, Faber and Faber, London.
  • 27. Pavone C.P., Banerjee S. (2005), No exit: Explaining the persistence of "Living Dead" firms, paper presented at the American Academy of Management Conference, Honolulu.
  • 28. Politis D. (2005), The process of entrepreneurial learning: A conceptual framework, "Entrepreneurship Theory & Practice", No. 29, 399-424.
  • 29. Rae D. (2000), Understanding entrepreneurial learning: a question of how?, "International Journal of Entrepreneurial Behaviour and Research", No. 6(3),145-159.
  • 30. Ravasi D., Turati C. (2005), Exploring entrepreneurial learning: a comparative study of technology development, "Journal of Business Venturing" , No. 20, 137-164.
  • 31. Shepherd D.A. (2003), Learning from business failure: Propositions of grief recovery for the self - employed, "Academy of Management Review", No. 28(2), 18-328.
  • 32. Stacey R.D. (2001), Complex responsive processes in organizations. Learning and knowledge creation, Routledge, London-New York.
  • 33. Thomas J.B., Clark S.M., Gioia, D.A. (1993), Strategic sensemaking and organizational performance: Linkages among scanning, interpretation, action, and outcomes, "Academy of Management Journal", No. 36, 239-271.
  • 34. Ucbasaran D., Wright M., Westhead P., Busenitz L.W. (2003), The impact of entrepreneurial experience on opportunity identification and exploitation: habitual and novice entrepreneurs, in: J.A. Katz, D.A. Shepherd (eds), Advances in entrepreneurship, firm emergence and growth, Elsevier JAI, 231-264.
  • 35. Venkataraman S. (1997), The Distinctive Domain of Entrepreneurship Research: An Editor's Perspective, in: J.A. Katz, D.A. Shepherd (eds) , Advances in entrepreneurship, firm emergence and growth, Elsevier JAI, 119-138.
  • 36. Weick K.E. (2000), Making sense of the organization, Oxford-Malden: Blackwell.
  • 37. Westhead P., Wright, M. (1999), Contributions of novice, portfolio and serial founders located in rural and urban areas, "Regional Studies", No. 33(2),157-173.
  • 38. Wickham P.A. (2004), Strategic entrepreneurship (3rd ed.), Prentice Hall/Financial Times, Harlow.
  • 39. Wright M., Robbie K., Ennew C. (1997), Serial Entrepreneurs, "British Journal Management", 8(3), 251-268.
  • 40. Yin R.K. (2003), Case Study Research. Designs and Methods, Sage Publications, Thousand Oaks.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-article-BPZ4-0001-0024
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