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Benyamin Lichtenstein. Bringing Complexity into Social Analysis: Three Principles from Emergence Benyamin Lichtenstein. Annals of Social Sciences & Management studies 2018, 1, 1 -3.
AMA StyleBenyamin Lichtenstein. Bringing Complexity into Social Analysis: Three Principles from Emergence Benyamin Lichtenstein. Annals of Social Sciences & Management studies. 2018; 1 (5):1-3.
Chicago/Turabian StyleBenyamin Lichtenstein. 2018. "Bringing Complexity into Social Analysis: Three Principles from Emergence Benyamin Lichtenstein." Annals of Social Sciences & Management studies 1, no. 5: 1-3.
Emergence is at the nexus of entrepreneurship and complexity science because the former studies how and why new organizations emerge, and complexity examines the emergence of new order in dynamic systems. As a means of summarizing work in emergence, this invited paper presents six insights that complexity science has brought to entrepreneurship: An emergence process generates an emergent outcome; emergence is driven by agency; emergence increases the capacity of a system; emergence occurs in cycles; emergence follows a distinct logic; and entrepreneurial emergents follow an 80/20 rule.
Benyamin Lichtenstein. Emergence and Emergents in Entrepreneurship: Complexity Science Insights into New Venture Creation. Entrepreneurship Research Journal 2016, 6, 1 .
AMA StyleBenyamin Lichtenstein. Emergence and Emergents in Entrepreneurship: Complexity Science Insights into New Venture Creation. Entrepreneurship Research Journal. 2016; 6 (1):1.
Chicago/Turabian StyleBenyamin Lichtenstein. 2016. "Emergence and Emergents in Entrepreneurship: Complexity Science Insights into New Venture Creation." Entrepreneurship Research Journal 6, no. 1: 1.
A long-held assumption in entrepreneurship research is that normal (i.e., Gaussian) distributions characterize variables of interest for both theory and practice. We challenge this assumption by examining more than 12,000 nascent, young, and hyper-growth firms. Results reveal that variables which play central roles in resource-, cognition-, action-, and environment-based entrepreneurship theories exhibit highly skewed power law distributions, where a few outliers account for a disproportionate amount of the distribution's total output. Our results call for the development of new theory to explain and predict the mechanisms that generate these distributions and the outliers therein. We offer a research agenda, including a description of non-traditional methodological approaches, to answer this call.
G. Christopher Crawford; Herman Aguinis; Benyamin Lichtenstein; Per Davidsson; Bill McKelvey. Power law distributions in entrepreneurship: Implications for theory and research. Journal of Business Venturing 2015, 30, 696 -713.
AMA StyleG. Christopher Crawford, Herman Aguinis, Benyamin Lichtenstein, Per Davidsson, Bill McKelvey. Power law distributions in entrepreneurship: Implications for theory and research. Journal of Business Venturing. 2015; 30 (5):696-713.
Chicago/Turabian StyleG. Christopher Crawford; Herman Aguinis; Benyamin Lichtenstein; Per Davidsson; Bill McKelvey. 2015. "Power law distributions in entrepreneurship: Implications for theory and research." Journal of Business Venturing 30, no. 5: 696-713.
Stages of growth models were the most frequent theoretical approach to understanding entrepreneurial business growth from 1962 to 2006; they built on the growth imperative and developmental models of that time. An analysis of the universe of such models (n = 104) published in the management literature showed no consensus on basic constructs of the approach, and no empirical confirmation of stages theory. However, by changing two propositions of stages theory, a new dynamic states approach was derived. The dynamic states approach has far greater explanatory power than its precursor, and is compatible with leading edge research in entrepreneurship.
Jonathan Levie; Benyamin B. Lichtenstein. A Terminal Assessment of Stages Theory: Introducing a Dynamic States Approach to Entrepreneurship. Entrepreneurship Theory and Practice 2010, 34, 317 -350.
AMA StyleJonathan Levie, Benyamin B. Lichtenstein. A Terminal Assessment of Stages Theory: Introducing a Dynamic States Approach to Entrepreneurship. Entrepreneurship Theory and Practice. 2010; 34 (2):317-350.
Chicago/Turabian StyleJonathan Levie; Benyamin B. Lichtenstein. 2010. "A Terminal Assessment of Stages Theory: Introducing a Dynamic States Approach to Entrepreneurship." Entrepreneurship Theory and Practice 34, no. 2: 317-350.
Firms engage in entrepreneurship to increase performance through both strategic renewal and the creation of new venture opportunities. Organizational learning (OL) has become an effective avenue for strategic renewal. But what of creating venture opportunities—can OL enhance the process of recognizing and pursuing new ventures? This article argues that OL can strengthen a firm's ability to recognize opportunities and help equip them to effectively pursue new ventures. First, we identify three approaches to OL—behavioral, cognitive, and action. Then, we introduce a creativity‐based model of opportunity recognition (OpR) that includes two phases—discovery and formation. Next, we show how each of the three types of learning is linked to the two phases of OpR. We suggest propositions that support our claim that OL enhances OpR and offer examples of firms that have used these organizational‐learning approaches to more effectively recognize and pursue venture opportunities. These insights have important implications for entrepreneurial firms seeking to advance the venture‐creation process.
G.T. Lumpkin; Benyamin Bergmann Lichtenstein. The Role of Organizational Learning in the Opportunity-Recognition Process. Entrepreneurship Theory and Practice 2005, 29, 451 -472.
AMA StyleG.T. Lumpkin, Benyamin Bergmann Lichtenstein. The Role of Organizational Learning in the Opportunity-Recognition Process. Entrepreneurship Theory and Practice. 2005; 29 (4):451-472.
Chicago/Turabian StyleG.T. Lumpkin; Benyamin Bergmann Lichtenstein. 2005. "The Role of Organizational Learning in the Opportunity-Recognition Process." Entrepreneurship Theory and Practice 29, no. 4: 451-472.