Look Before You Leap: Market Opportunity Identification in Emerging Technology Firms

By Marc Gruber, Ian C. MacMillan, James D. Thompson. Management Sciences, 2008

455 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/94f7178b191d40a5b1714adacd60795c1c51bbde

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Citations in the corpus

Maneuvering in poor visibility : How firms play the ecosystem game when uncertainty is high (2017, background): “Based on real-option logics, several authors have highlighted the importance of generating multiple alternatives (see, e.g., Gruber et al., 2008, 2013) andhave advisedmanagers to keep their options open over time, instead of committing prematurely to wild bets (McGrath & MacMillan, 2000).”
Escaping the Prior Knowledge Corridor: What Shapes the Number and Variety of Market Opportunities Identified Before Market Entry of Technology Start-ups? (2013, background): “Overall, these results are in line with earlier research on market opportunity identification by technology start-ups (Gruber et al. 2008), and they not only suggest that firms have different search strategies (Laursen and Salter 2006) but also that they often consider no additional alternatives…”
Entrepreneurial leadership, capabilities and firm growth (2015, background): “Prior knowledge of the domain (i.e. industry) (Shane, 2000) has a positive influence on the number of market opportunities identified (Gruber et al., 2008, 2012, 2013; Ucbasaran et al., 2009).”
Mental disorders in the entrepreneurship context : When Being Different Can Be an Advantage (2018, background): “For example, larger opportunity sets at venture formation have been associated with superior performance and growth in the long run (Gruber et al., 2008; 2013).”
From Minds to Markets (2012, background): “…people tend to overlook (Gaglio, 2004)—which may explain why people with this experience endowment tend to not only identify opportunities earlier than other types of actors do (Gaglio & Katz, 2001) but also identify more opportunities than others do (Gruber et al., 2008; Ucbasaran et al., 2009).”
Entrepreneurial talent and venture performance: A meta-analytic investigation of SMEs (2013, background): “…193 Israel Advanced 81 Goedhuys and Sleuwaegen (2010) 254 7874 11 African countries Developing n/a Gruber et al. (2008) 84 37,800 Germany Advanced 65 Haber and Reichel (2007) 305 38,125 Israel Advanced 81 Hayton (2002) 200 50,000 U.S. Advanced 46 Higashide and Birley (2002) 57 2850 U.K. Advanced…”
Insights and New Directions from Demand-Side Approaches to Technology Innovation, Entrepreneurship, and Strategic Management Research (2012, background): “And firm–customer integration also results in the coproduction of value-creating innovations (e.g., Franke & Shah, 2003; Gruber et al., 2008; von Hippel, 2005) and spurs the identification of entrepreneurial opportunities (Chatterji et al., 2008; Franke & Shah, 2003).”
Age and High-Growth Entrepreneurship (2020, background): “, Dunn and Holtz-Eakin 2000, Fairlie and Robb 2007, Gruber et al. 2008, Chatterji 2009, Lafontaine and Shaw 2014). For example, Lafontaine and Shaw (2014) find that an owner's prior experience at starting a business increases the longevity of the next business opened even after controlling for perso”
Nascent Entrepreneurs and Venture Emergence: Opportunity Confidence, Human Capital, and Early Planning (2010, background): “Indeed, serial entrepreneurs can make more elaborate market entry decisions as they learn to generate and consider various alternatives (Gruber et al., 2008).”