Knowing What to Do and Doing What You Know

By Stuart Read, S. Sarasvathy. 2005

399 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/2d7fb75e3de90d6959f2b574a54f859cee21b786

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In Experimental and Cognitive Psychology

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

Effectuation As Ineffectual? Applying the 3E Theory-Assessment Framework to a Proposed New Theory of Entrepreneurship (2015, background): “Actions emerge from means and imagination when entrepreneurs select intended effects based on those means (Read & Sarasvathy, 2005).”
Career motives and entrepreneurial decision-making: examining preferences for causal and effectual logics in the early stage of new ventures (2011, background): “Read and Sarasvathy 2005; Sarasvathy 2001, 2008; Sarasvathy and Dew 2005; Sarasvathy et al. 2008; Wiltbank et al. 2006), can be seen as the first attempt to develop an understanding of entrepreneurial decision-making based on how entrepreneurs perceive, process and use information relating to the c”
Entrepreneurial Effectuation: A Review and Suggestions for Future Research (2012, background): “…the tendency to over-trust (Goel & Karri, 2006; Karri & Goel, 2008; Sarasvathy & Dew, 2008a), creative imagination (Chiles, Bluedorn, & Gupta, 2007; Chiles, Gupta, & Bluedorn, 2008; Sarasvathy & Dew, 2008b), and entrepreneurial expertise and new venture performance (Read & Sarasvathy, 2005).”
International entrepreneurship, born globals and the theory of effectuation (2011, background): “Earlier research has pointed out that causation logic should be more useful in later stages of a firm's development ( Read and Sarasvathy, 2005”
Get It Together! Synergistic Effects of Causal and Effectual Decision-Making Logics on Venture Performance (2018, background): “In contrast, entrepreneurs who apply nonpredictive control (effectuation) make use of other principles, which were first documented by Sarasvathy (2001, 2008) and colleagues (e.g., Read & Sarasvathy, 2005; Sarasvathy & Dew, 2005; Sarasvathy, Dew, Read, & Wiltbank, 2008; Wiltbank et al., 2006).”
Pathways of Passion (2014, background): “Scholars have posited that development of expertise and success in the entrepreneurial domain can be linked to deliberate practice (Read & Sarasvathy, 2005; Smith, Mitchell, & Mitchell, 2009; Unger, Keith, Hilling, Gielnik, & Frese, 2009).”
The role of entrepreneurial decision-making in opportunity creation and recognition (2015, background): “Sarasvathy, together with her colleagues in a growing stream of studies (e.g. Dew et al., 2009; Read and Sarasvathy, 2005; Sarasvathy and Dew, 2005; Sarasvathy and Kotha, 2001; Wiltbank et al., 2006), has argued that effectuation is more appropriate as a perspective for understanding how entrepreneu”
Understanding dynamics of strategic decision-making in venture creation : a process study of effectuation and causation (2015, background): “As decision-making logics are context-dependent (Alvarez and Barney, 2005; 2007), and the context –in particular the level and type of uncertainty– changes over time, entrepreneurs are likely to shift from one logic to another or to combine different logics (Read and Sarasvathy, 2005).”