Causation and Effectuation: Toward a Theoretical Shift from Economic Inevitability to Entrepreneurial Contingency

By S. Sarasvathy. 2001

5,670 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Organizational Behavior and Human Resource Management, Safety Research

View Paper: https://www.semanticscholar.org/paper/6eeb5dec1eaa2bfe07c36c5d8bb9e945d1fa4878

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Citations in the corpus

Performance Configurations over Time: Implications for Growth– and Profit–Oriented Strategies (2009, background): “This may be because of a focus 129January, 2009 on affordable loss rather than profit maximization (Sarasvathy, 2001).”
Enabling the Original Intent: Catalysts for Social Entrepreneurship (2009, background): “More recently, scholars have proposed an effectual logic lens (Sarasvathy, 2001) where entrepreneurs begin with their means and, contingent on the environments and people they interact with, adopt goals over time.”
Foreign market entry mode choice of small and medium-sized enterprises: A systematic review and future research agenda (2014, methodology): “Effectuation logic takes a set of means or tools as given and focuses on selecting among the possible effects that can be created with that set of means (Sarasvathy, 2001, p. 245).”
New market creation through transformation (2005, positive): “Instead they start with who they are, what they know, and whom they know, and begin acting upon whatever they can afford to do (Sarasvathy, 2001).”
Comparative International Entrepreneurship (2016, background): “Effectuation describes the set of decision-making principles utilized by entrepreneurs in uncertain environments (Sarasvathy, 2001, 2009).”
Entrepreneurial judgment as empathic accuracy: a sequential decision-making approach to entrepreneurial action (2013, background): “For example, zealous advocates of effectuation often argue that it is non-teleological (Sarasvathy, 2001), but the entrepreneur must still choose to approach one person over another when seeking investors, customers, suppliers, distributors, etc.”
Understanding, differentiating, and measuring opportunity recognition and opportunity exploitation (2017, positive): “Second, with the growing interest in concepts such as effectuation (Sarasvathy, 2001) or lean startups (Ries, 2011) one might conclude that it would not make any sense to differentiate between opportunity recognition and opportunity exploitation.”
The Multiple Effects of Business Planning on New Venture Performance (2010, background): “Unfortunately, we are unable to fully trace the relationships between means (planning processes) and ends (business plans) (Sarasvathy, 2001).”
Entrepreneurial Effectuation: A Review and Suggestions for Future Research (2012, methodology): “Effectuation Literature Review To identify the effectuation literature, we searched for mentions of “effectuation” in article titles and abstracts and we read each of the articles that have cited Sarasvathy (2001).”
The Context of Entrepreneurial Judgment: Organizations, Markets, and Institutions (2019, background): “…view (Shane and Venkataraman, 2000; Shane, 2003) builds on Kirzner (1973), the judgment-based approach (Foss and Klein, 2012) builds on Knight (1921), the creation view (Alvarez and Barney, 2004) builds on Shackle (1972), and the effectuation view (Sarasvathy, 2001, 2008) build on Simon (1955).”
Advancing Strategic Entrepreneurship Research: The Role of Complexity Science in Shifting the Paradigm (2009, positive): “Whereas organization theorists treat uncertainty as a critical contingency, Sarasvathy (2001) suggests that entrepreneurs can thrive in uncertain environments by applying the principles of effectual reasoning.”
Social Entrepreneurship: A Critique and Future Directions (2011, positive): “We believe that a cognitive perspective that has particular resonance for the study of social entrepreneurship is effectuation theory (Sarasvathy 2001, 2004).”
Does Social Media Use Influence Entrepreneurial Opportunity? A Review of its Moderating Role (2017, background): “Saravathy [33] also argues that fast-changing and uncertain market environment involve a number of potential opportunities that could result in future outcomes based on individuals’ knowledge and alertness.”
Explaining growth paths of young technology‐based firms: structuring resource portfolios in different competitive environments (2011, methodology): “Our analysis repositions the fi ndings of Baker and Nelson (2005), Katila and Shane (2005), and Sarasvathy (2001) who each, in different ways, argue that lack of resources does not necessarily prevent a new venture from being successful.”
Effectuation, Exploratory Learning and New Venture Performance: Evidence from China** (2017, background): “Given that effectuation and exploratory learning are both relevant to uncertainty (Chandler et al. 2011; Sarasvathy 2001), we will discuss the research framework in the context of transitional economies characterized with turbulence and changes (Ahlstrom and Bruton 2010; Li et al.”