The Role of Organizational Learning in the Opportunity–Recognition Process

By G. Lumpkin, Benyamin Lichtenstein. 2005

629 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4c8adabd9b4510761660a78f0032a781e15d6463

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Citations in the corpus

Opportunity Discovery, Problem Solving and the Entrepreneurial Theory of the Firm (2007, background): “Baron, 2006; Gaglio and Katz, 2001; Kirzner, 1979, 1997; Lumpkin and Lichtenstein, 2005 ).”
In the Eye of the Beholder: How Regulatory Focus and Self-Efficacy Interact in Influencing Opportunity Recognition (2011, positive): “Second, creative self-efficacy is especially suited for the study of opportunity recognition, since creativity has been deemed and demonstrated to be an important influencing factor of opportunity recognition (e.g., Corbett, 2005; Hills, Schrader, and Lumpkin, 1999; Lumpkin and Lichtenstein, 2005; W”
Understanding opportunity discovery and sustainable advantage: the role of transaction costs and property rights (2008, neutral): “This emphasis harmonizes with recent fi rm-level work on opportunity discovery (usually conceptualized as innovativeness) and its experiential antecendents (Helfat, 1997; Mosakowski, 1998; Helfat and Raubitschek, 2000; Matsusaka, 2001; Mitchell et al., 2002; Lumpkin and Lichtenstein, 2005 ).”
The Impact of Entrepreneurship Education: A Study of Iranian Students' Entrepreneurial Intentions and Opportunity Identification (2016, background): “…or recognition has been defined as the ability to identify a good idea and transform it into a business concept (or the considerable improvement of an existing venture) that adds value to the customer or society and generates revenues for the entrepreneur (Lumpkin and Lichtenstein 2005).”
The influence of leader regulatory focus on employee creativity (2008, background): “Creativity is essential for organizational performance (Amabile, 1996), especially in highly innovative industries in which firms must compete by continually introducing new goods and services (Eisenhardt and Tabrizi, 1995, Lumpkin and Dess, 1996; Lumpkin and Lichtenstein, 2005).”
Collective Cognition: When Entrepreneurial Teams, Not Individuals, Make Decisions (2007, background): “At the same time, teams must learn how to refine their existing approach and also seek new opportunities for the future (Lumpkin & Lichtenstein, 2005).”
Voice, creativity, and big five personality traits: A meta-analysis (2018, background): “…(Golshekoh et al., 2010; Lee, Florida, & Acs, 2004; Schmidt, Soper, & Bernaciak, 2013) and acknowledge the importance of creativity in identifying new opportunities and generating new ideas in entrepreneurial ventures (Gielnik, Frese, Graf, & Kampschulte, 2012; Lumpkin & Lichtenstein, 2005).”
Optimism and chance: The elephants in the entrepreneurship room (2011, background): “The management literature has placed strong emphasis on the ability of some to recognize opportunities (Ozgen and Baron, 2007): indeed, opportunity recognition is considered by some to be at the heart of entrepreneurship (Lumpkin and Lichtenstein, 2005).”
Entrepreneurial alertness and new venture performance: Facilitating roles of networking capability (2018, background): “…entrepreneurial opportunity exists (see, for example, Ardichvili et al., 2003; Dutta and Crossan, 2005; Lee and Venkataraman, 2006), a major strand focuses upon cognitive activities involving the process of recognising and, subsequently, exploiting an opportunity (Lumpkin and Lichtenstein, 2005).”