Abstract
This study draws upon effectuation and causation as examples of planning-based and flexible decision-making logics, and investigates dynamics in the use of both logics. The study applies a longitudinal process research approach to investigate strategic decision-making in new venture creation over time. Combining qualitative and quantitative methods, we analyze 385 decision events across nine technology-based ventures. Our observations suggest a hybrid perspective on strategic decision-making, demonstrating how effectuation and causation logics are combined, and how entrepreneurs’ emphasis on these logics shifts and re-shifts over time. We induce a dynamic model which extends the literature on strategic decision-making in venture creation.
| Original language | English |
|---|---|
| Pages (from-to) | 351–379 |
| Number of pages | 29 |
| Journal | Strategic entrepreneurship journal |
| Volume | 9 |
| Issue number | 4 |
| Early online date | 16 Jul 2015 |
| DOIs | |
| Publication status | Published - Dec 2015 |
Bibliographical note
This is the peer reviewed version of the following article: Reymen, I., Andries, P., Berends, H., Mauer, R., Stephan, U., & van Burg, E. (2015). Understanding dynamics of strategic decision-making in venture creation: a process study of effectuation and causation. Strategic entrepreneurship journal, Early view, which has been published in final form at http://dx.doi.org/10.1002/sej.1201. This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.Funding: European Community grant: ENT/EFORCE.
Keywords
- entrepreneurship
- decision-making
- uncertainity
- process research
- effectuation
- new venture creation