EFFECTUAL REASONING IN ENTREPRENEURIAL DECISION MAKING: EXISTENCE AND BOUNDS.

By S. Sarasvathy. 2001

207 citations recorded by the source corpus.

Subfields: Business and International Management, Economics and Econometrics, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/9afa4041d04fe012ab4829d241f7dd504b85470e

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Citations in the corpus

Community–Led Social Venture Creation (2007, unknown): “Sarasvathy (2001a) describes the process of starting with the means to create an enterprise, and 162 ENTREPRENEURSHIP THEORY and PRACTICE selecting between what might be created with those means, as effectuation.”
Prediction and control under uncertainty: Outcomes in angel investing (2009, background): “These principles make the concept of non-predictive control actionable: a means focus, affordable loss investing, pre-committed partners, and leveraging surprise (Sarasvathy, 2001a).”
Making It Happen: Beyond Theories of the Firm to Theories of Firm Design (2004, background): “Effectuation is a set of nonpredictive control strategies that are primarily meansdriven, where goals emerge as a consequence of stakeholder acquisition, rather than vice versa (Sarasvathy, 2001a).”
What to Do Next? The Case for Non-Predictive Strategy (2006, unknown): “…Strategies (Courtney et al ., 1997) Value Curve Creation (Kim and Maubourgne, 1997) Strategic Projection (Rindova & Fombrun, 1999) Effectuation (Sarasvathy, 2001a) Will & Vision (Tellis and Golder, 2002) Corporate Imagination (Hamel and Prahalad, 1991) Backing into the Future (Hayes, 1985)…”
Cognitive Processes of Opportunity Recognition: The Role of Structural Alignment (2010, methodology): “…most studies of opportunity recognition have either not made the distinction between the two phases of opportunity processes (e.g., Baron and Ensley 2006), or have focused on the evaluation phase (e.g., Chattopadhyay et al. 2001, Krueger and Brazeal 1994, Sarasvathy 2001, Thomas and McDaniel 1990).”
‘I Like How You Think’: Similarity as an Interaction Bias in the Investor–Entrepreneur Dyad (2011, methodology): “These causal or effectual processes were conveyed through a short paragraph that described decision-making process relying primarily on predictive logic (causal decision-making process) or control logic (effectual decision-making process) as outlined by Sarasvathy (2001a).”
Marketing Under Uncertainty:The Logic of an Effectual Approach (2009, background): “Yet preliminary investigations in expert entrepreneurial decision making (Sarasvathy 2001b) and early-stage investing (Wiltbank et al. 2009) indicate that strong patterns of effectual and predictive decisions can be isolated.”
Missing the Boat or Sinking the Boat: A Study of New Venture Decision Making (2005, background): “Given our study’s focus on the role of risk in new venture decision making, we sought a sample of entrepreneurs with proven expertise (Sarasvathy, 2001), as opposed to nascent entrepreneurs starting either their first, or perhaps very small, new ventures.”
Representational gaps, information processing, and conflict in functionally diverse teams (2007, background): “For example, Sarasvathy (2001) demonstrated a difference in the value placed on risk between bankers and entrepreneurs.”
Outlines of a behavioral theory of the entrepreneurial firm (2008, background): “Effectuation has been discussed in detail in other articles, including Sarasvathy (2001), Sarasvathy and Dew (2005a,b) and Wiltbank et al. (2006).”