A General Theory of Entrepreneurship: The Individual-Opportunity Nexus

By Scott A. Shane. 2003

3,462 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/dc0181b564c0f35ac555bbdf3699117a78350519

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Citations in the corpus

Let's put the person back into entrepreneurship research: A meta-analysis on the relationship between business owners' personality traits, business creation, and success (2007, background): “, leadership, management, marketing, and innovating) (Sarasvathy, 2001; Shane, 2003).”
Creativity in the opportunity identification process and the moderating effect of diversity of information (2012, background): “Entrepreneurship scholars agree that creativity is linked to entrepreneurship because creativity should promote identifying new opportunities (e.g., Shane, 2003).”
Unpacking the uncertainty construct: Implications for entrepreneurial action (2011, background): “Further exacerbating this ambiguity in entrepreneurship is the fact that practitioners and scholars often describe entrepreneurial environments as risky, ambiguous, dynamic, and turbulent and often imply that these terms are synonymous with uncertainty (Shane, 2003; Lipshitz and Strauss, 1997).”
Action! Moving beyond the intendedly-rational logics of entrepreneurship (2018, background): “In the quest to understand the most nascentstage bases for entrepreneurial action, extant literature historically has tilted heavily towards models presuming deliberate, higher-order reasoning to conceptually circumscribe the individual-opportunity nexus (Shane 2003; Shepherd & McMullen 2006); howev”
The role of social value creation in business model formulation at the bottom of the pyramid - Implications for MNEs? (2014, unknown): “Extended constraint framewor opportunity recognition (Shane, 2004).”
The effect of early entrepreneurship education: Evidence from a field experiment (2014, background): “According to Shane (2003) experience includes training for skills such as selling, problem solving, organizing and communicating.”
The Role of a Manager’s Intangible Capabilities in Resource Acquisition and Sustainable Competitive Performance (2019, background): “In a similar context, Shane [42] demonstrates that obtaining adequate resources not only helps a venture to pursue its recognized opportunities but also leads to its aptitude, ability, and skills to generate high profits, grow, respond to the competition, and survive in the long run.”