Architecture of Entrepreneurial Learning: Exploring the Link among Heuristics, Knowledge, and Action

By Tim R. Holcomb, R. Duane Ireland, R. Holmes Jr., Mike Hitt. 2009

426 citations recorded by the source corpus.

Subfields: Business and International Management, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ffd782cc5189d5886b7443e09b5c35d41fc2ebf6

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Business and International Management

In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Knowledge context and entrepreneurial intentions among students (2012, background): “Recent research suggests that the access to knowledge resources does not only impact the performance of incumbent firms but also—and in particular—the growth and survival of (knowledge-based) start-ups (Audretsch and Lehmann 2005b; Audretsch and Dohse 2007; Hatch and Dyer 2004; Holcomb et al. 2009;”
Heuristics, learning and the business angel investment decision-making process (2015, background): “…or novice, use heuristics, that is, the decision rules used to reduce complex judgemental tasks to relatively simple cognitive operations (Holcomb et al. 2009), as the basis for both experiential learning and vicarious learning from observing and modelling the experience of others…”
Entrepreneurial learning from observing role models (2017, background): “More broadly, literature on entrepreneurial learning has developed substantial insights into how entrepreneurs learn from observing others (Holcomb et al. 2009) and specifically from role models.”
Entrepreneurs’ Improvisational Behavior and Firm Performance: A Study of Dispositional and Environmental Moderators (2013, background): “, 1999), give less credence to the new information they have encountered (Parker, 2006), and be strongly influenced by previously successful heuristics (Holcomb et al., 2009).”
How entrepreneurs acquire the capacity to excel: insights from research on expert performance (2010, methodology): “The framework developed in this article is based on two distinct but related bodies of knowledge: the fi ndings of basic research on the origins and nature of expert performance (Ericsson et al., 2006) and extant research on entrepreneurial learning (e.g., Corbett, 2005; Holcomb et al., 2009).”