The Psychological Basis of Opportunity Identification: Entrepreneurial Alertness

By Connie Marie Gaglio, Jerome A. Katz. 2001

1,352 citations recorded by the source corpus.

Subfields: Developmental and Educational Psychology, Experimental and Cognitive Psychology, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/170e8383f4b20fe3d58b9d8dee4995e5276d66fd

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In Developmental and Educational Psychology

In Experimental and Cognitive Psychology

In Management of Technology and Innovation

Citations in the corpus

Creating the Future Together: Toward a Framework for Research Synthesis in Entrepreneurship (2014, background): “First, conceptual studies have put forward the additional mechanism of entrepreneurial alertness that explains why some entrepreneurs are more aware of opportunities than others (Baron, 2004; Gaglio & Katz, 2001; Tang, 381March, 2014 Kacmar, & Busenitz, 2012).”
Learning asymmetries and the discovery of entrepreneurial opportunities (2007, background): “Over the past decade, researchers have examined opportunity identification with respect to creativity (Hills et al., 1998), motivation (Kuratko et al., 1997) alertness (Gaglio and Katz, 2001), risk (Mullins and Forlani, 2005), and financial reward (Shepherd and DeTienne, 2005).”
Measuring and Understanding the Effects of Entrepreneurial Awareness Education (2013, background): “• focus on shaping students’ entrepreneurial attitudes, not skills (those should be developed in subsequent start-up programs) • strengthen students’ beliefs that setting up and establishing an own business is an attainable opportunity and not predetermined by external factors; in this regard, an in”
The Impact of Entrepreneurship Education: A Study of Iranian Students' Entrepreneurial Intentions and Opportunity Identification (2016, background): “In addition, researchers have made considerable efforts to understand the antecedents of opportunity identification (e.g., Ardichvilia, Cardozob, and Ray 2003; Baron and Ensley 2006; Casson and Wadeson 2007; Gaglio and Katz 2001; Ozgen and Baron 2007; Shane 2000).”
From Minds to Markets (2012, background): “…people tend to overlook (Gaglio, 2004)—which may explain why people with this experience endowment tend to not only identify opportunities earlier than other types of actors do (Gaglio & Katz, 2001) but also identify more opportunities than others do (Gruber et al., 2008; Ucbasaran et al., 2009).”
Understanding opportunity discovery and sustainable advantage: the role of transaction costs and property rights (2008, neutral): “…that characterize opportunity discovery (Knight, 1921) ⎯ require a representation that identifies and even amplifies relevant information 7 so as to allow them to discover discrepancies between the world and the representation that is used as an action guide (Walsh, 1995; Gaglio & Katz, 2001).”
Exploring entrepreneurial marketing (2015, background): “…opportunity recognition has been published in the field of entrepreneurship and has either taken the behavioural or the process approach (see for example Gaglio & Katz, 2001; Kirzner, 1979; Kuratko & Hodgetts, 2004; Sarason, Dean, & Dillard, 2006; Stevenson & Jarillo, 1990; Venkataraman, 1997).”
Antecedents of Business Opportunity Identification and Innovation: Investigating the Interplay of Information Processing and Information Acquisition (2014, background): “Innovativeness is important because products or services that are more innovative are more likely to offer unique benefits to customers or to occupy a niche and be unrivalled in the market (Fiet, 2002; Gaglio & Katz, 2001; Shepherd & DeTienne, 2005).”
The institutional approach to entrepreneurship research. Introduction (2008, background): “This makes individual cognition a key question in entrepreneurship research ( Gaglio and Katz 2001 ).”
Do entrepreneurs always benefit from business failure experience? (2018, background): “As a cognitive ability and information processing capability, alertness provides entrepreneurs with an ability to acquire (scan and search for information), organize (associate and connect information) and interpret (evaluate and judge) information from different perspectives to exploit new opportun”
Beyond the Single-Person, Single-Insight Attribution in Understanding Entrepreneurial Opportunities (2007, background): “The origin and early action on people’s business ideas is not only conducive to experimental study (Gaglio & Katz, 2001), but also helps alleviate some of the concerns with external validity that currently cripple the utilization of this methodology in entrepreneurship research.”
Knowledge Combination and the Potential Advantages of Family Firms in Searching for Opportunities (2011, neutral): “…of many factors, including individual human capital (Ucbasaran, Westhead, & Wright, 2008), social capital (Davidsson & Honig, 2003), cognition (Gaglio & Katz, 2001), effectual versus causal reasoning (Sarasvathy, 2001), learning (Corbett, 2007), social cognition (De Carolis & Saparito, 2006),…”
Career motives and entrepreneurial decision-making: examining preferences for causal and effectual logics in the early stage of new ventures (2011, background): “While this field includes a range of various and to some extent interrelated frameworks and perspectives, such as entrepreneurs’ use of heuristic-based logic (Baron 1998), perception (Baron 2006; Gaglio and Katz 2001 ) and information-processing ability (Gustafsson 2006; Mitchell et al. 2000), the ”
The Nature of Entrepreneurial Opportunities: Understanding the Process Using the 4I Organizational Learning Framework (2005, background): “…by Gartner et al., scholars such as Kaisch and Gilaad (1991), Busenitz (1996), Gaglio (1997), Shane and 428 ENTREPRENEURSHIP THEORY and PRACTICE Venkataraman (2000), and Gaglio and Katz (2001) are some of the foremost proponents of this first school of research on entrepreneurial opportunities.”
Entrepreneurial alertness and new venture performance: Facilitating roles of networking capability (2018, background): “…alert entrepreneurs are able to take advantage of growing market segments ahead of their competitors because they have greater ability to monitor market changes and trends; subsequently, they are able to respond quickly ahead of rivals (Ardichvili et al., 2003; Baron, 2006; Gaglio and Katz, 2001).”