Prior Knowledge and the Discovery of Entrepreneurial Opportunities

By Scott A. Shane. 2000

4,759 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Management Science and Operations Research

View Paper: https://www.semanticscholar.org/paper/3d500e3f0e8b06f6318bbca04649b581a52d94a6

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Citations in the corpus

The New Field of Sustainable Entrepreneurship: Studying Entrepreneurial Action Linking “What is to be Sustained” with “What is to be Developed” (2011, background): “Changes in the environment that may signal an opportunity are changes in technology (Shane, 2000) and/or changes in the market (Dew, Sarasvathy, & Venkataraman, 2004).”
The Impact of Entrepreneurship on Economic Growth (2003, background): “11 The Knightian entrepreneur has also been interpreted as the “neo-classical entrepreneur” (see for instance Shane 2000).”
Institutional and economic drivers of entrepreneurship: An international perspective (2014, background): “Many studies demonstrate that education helps identify opportunities in the marketplace, especially education in entrepreneurship (De Clercq & Arenius, 2006; Levie & Autio, 2008; Shane, 2000).”
International Opportunity Recognition among Small and Medium‐Sized Family Firms* (2011, neutral): “Prior knowledge in association with high-level cognitive capabilities is important in identifying and pursuing an opportunity (Shane and Venkataraman 2000; Baron 2006; Shane 2000).”
Knowledge and entrepreneurial employees: a country-level analysis (2013, background): “This has been studied on the individual level (Shane 2000),”
Firms as Realizations of Entrepreneurial Visions (2007, background): “A business conception consists of subjective, sometimes highly idiosyncratic imaginings in the mind of (potential) entrepreneurs of what business is to be created, and how to do it (cf. the examples in Levenhagen et al., 1993; Shane, 2000).”
Entrepreneurs and innovation: The contingent role of institutional factors (2018, background): “The ability to invent and to recognise innovative market opportunities requires a set of basic tools in the innovation area, suggesting that systematic training is necessary (Shane, 2000).”
A situated metacognitive model of the entrepreneurial mindset (2010, background): “Entrepreneurial outcomes can be represented as opportunity discovery (Shane, 2000; Shane and Venkataraman, 2000), a speedy decision (Alvarez and Busenitz, 2001; Eisenhardt, 1989), or substantially growing the firm (Hmieleski and Corbett, 2008; Wiklund and Shepherd, 2003).”
Entrepreneurs’ Decisions to Exploit Opportunities (2004, background): “…considerable scholarly attention has focused on the discovery and recognition of opportunities to bring into existence new products (e.g.,Busenitz & Barney, 1997; Sarasvathy, Simon & Lave, 1998; Shane, 2000; Shaver & Scott, 1991), little research has focused on the decision to begin exploitation.”
Capital is not enough: opportunity entrepreneurship and formal institutions (2018, neutral): “Entrepreneurs are alert to new opportunities (Kirzner 1973) and use opportunity recognition (Shane 2000) to exploit existing profitable opportunities, but they also use an active creative process (Alvarez and Barney 2007) to pursue entrepreneurial opportunities.”
From Opportunity Insight to Opportunity Intention: The Importance of Person–Situation Learning Match (2007, background): “Put in the context of recent studies on the role of prior knowledge on opportunity recognition (Corbett, 2007; Shane, 2000; Shepherd & DeTienne, 2005), the current study helps bring theoretical reconciliation and extension by drawing attention to the situations in which opportunity insights occur.”
To Shape or Adapt: Knowledge Problems, Epistemologies, and Strategic Postures under Knightian Uncertainty (2020, background): “Whereas scholars have agreed that under KU, neither the “‘right and wrong’ answers,”nor “what should and shouldnot be learned” are clear (Alvarez, Afuah, & Gibson (2018: 171), much disagreement remains about the nature of the knowledgeproblemsandthemeansavailable to strategistsand entrepreneurs to a”