Uncovering the value of planning in new venture creation: A process and contingency perspective

By Marc Gruber. 2007

337 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/74b2dfcc9c5aab9b1b77c3d6b62f5db264694019

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In Management of Technology and Innovation

Citations in the corpus

Understanding dynamics of strategic decision-making in venture creation : a process study of effectuation and causation (2015, background): “When there is no or limited reliable information about the future, the effectiveness of prediction and planning in such highly uncertain settings appears to be limited (Brinckmann et al., 2010; Chwolka and Raith, 2012; Gruber, 2007).”
The effect of intrapreneurship on corporate performance (2012, methodology): “However, according to Delmar and Shane (2003) and Gruber (2007) to use information in the evaluation of those opportunities and decision-making they are also able to plan.”
Why We Plan: The Impact of Nascent Entrepreneurs' Cognitive Characteristics and Human Capital on Business Planning (2015, background): “Since business planning is commonly portrayed as a key entrepreneurship task, these highly self-efficacious individuals should engage in business planning activities due to their greater motivation, goal orientation, and perceived skills while others with low entrepreneurial selfefficacy might shy a”
Revising entrepreneurial action in response to exogenous shocks: Considering the COVID-19 pandemic (2020, background): “As time progresses and a venture’s situation changes, planning facilitates the continuous monitoring and reassessment of the situation and the best option(s) going forward (Gruber, 2007; Honig, 2004).”
The Too-Much-of-a-Good-Thing Effect in Management (2013, background): “Despite what seems to be the prevailing view regarding the linear relation between planning and firm success, some “argue that the value [of planning] could turn negative” (Gruber, 2007: 787).”
The Multiple Effects of Business Planning on New Venture Performance (2010, background): “Gruber (2007) finds that plans help achieve marketing objectives.”
The nascent entrepreneurship hub: goals, entrepreneurial self-efficacy and start-up outcomes (2012, background): “An examination of recent individual level entrepreneurship research reveals a range of theoretical and empirical approaches to explain new firm births, often from a process approach (Gelderen et al. 2006; Dimov 2007; Gruber 2007; Teece 2007; Brush et al. 2008; Harper 2008).”
Digital Entrepreneurship: Toward a Digital Technology Perspective of Entrepreneurship (2017, background): “…assumed relatively stable and ﬁxed boundaries around an entrepreneurial opportunity— one wherein success is often deﬁned in terms of how well an entrepreneur executes on the associated, well-deﬁned business plan (e.g., Brinckmann, Grichnik, & Kapsa, 2010; Gruber, 2007; Honig & Karlsson, 2004).”
Optimism, overconfidence and entrepreneurial activity (2008, positive): “However, we also find that effective entrepreneurs are able to plan (Delmar and Shane, 2003; Gruber, 2007), search for and use information in evaluating opportunities and making decisions (Kaish and Gilad, 1991).”
Human Capital and Entrepreneurship Research: A Critical Review and Future Directions (2016, background): “For example, Gruber (2007) showed that firm founding environments associated with high levels of dynamism diminish the value of business planning.”
Pre-Entry Knowledge, Learning, and the Survival of New Firms (2009, background): “Conflicting empirical findings further heat the planning debate and suggest the need for a contingencybased approach to planning (Gruber 2007).”
Expect the unexpected: examining the shaping role of entrepreneurial orientation on causal and effectual decision-making logic during economic crisis (2018, background): “Such planning activities are thought to help entrepreneurial managers deal with a significant amount of information, conduct systematic analysis, control strategic business development steps, and achieve established goals (Delmar and Shane 2004; Gruber 2007).”
Get It Together! Synergistic Effects of Causal and Effectual Decision-Making Logics on Venture Performance (2018, background): “In this literature, the value of business planning in relation to venture performance is heavily debated (Burke, Fraser, & Greene, 2010; Chwolka & Raith, 2012; Delmar & Shane, 2003; Gruber, 2007; Honig & Samuelsson, 2014). Thus far, the overall evidence points to a positive relationship between plan”