Conference Paper

Do great technological ideas make great business opportunities? Entrepreneur’s self-regulatory focus in opportunity building

Conference: 2013 IEEE International Technology Management Conference & 19th ICE Conference, At Den Hague


How do technology-based entrepreneurs transform technological ideas into business opportunities? We explore how individual’s self-regulatory focus and institutional forces influence in the opportunity construction process. This research addresses the apparent paradox between the exploration efforts of the entrepreneur to find a use for the technological idea, with the institutional pressure advance to opportunity exploitation. We use an inductive multiple-case study with a sample of three technology-based entrepreneurs to shed some light on the phenomena. The results suggest that there is a two-stage process in the transformation of an idea into an opportunity; entrepreneur’s ability to moderate their self-regulatory focus is seen to play an important role in this process. These findings hold several implications for entrepreneurs and stakeholders interested in promoting technology-based entrepreneurship.

Download full-text


DOI: 10.13140/2.1.3947.0086 · Available from: Ferran Giones, Apr 07, 2014
45 Reads
  • [Show abstract] [Hide abstract]
    ABSTRACT: The defense industry in Israel has long been considered a critical platform for the development of the high-technology sector. This study examines the importance of knowledge combination capability work units build through social relationships to enhance their performance. Specifically, we probe how both intraunit relational capital (within a unit) and interunit relational capital (across units) enable units to build knowledge combination capabilities and how such capabilities affect their performance. Data collected from senior managers in 122 knowledge units indicate that: (1) both intra- and interunit relational capital are positively related to knowledge combination capability; (2) knowledge combination capability is positively associated with enhanced unit performance; (3) knowledge combination capability fully mediates the relationship between interunit relational capital and unit performance; and (4) intraunit relational capital impacts both directly and indirectly (through knowledge combination capability) on unit performance. The findings suggest that interunit relational capital entails greater variation in knowledge stocks and thus may lead to more radical innovation than intra-relational capital that entails more similar knowledge bases and, thus, produces more incremental innovations. Copyright © 2009 Strategic Management Society.
    Strategic Entrepreneurship Journal 03/2009; 3(1):85 - 103. DOI:10.1002/sej.63 · 2.05 Impact Factor
  • [Show abstract] [Hide abstract]
    ABSTRACT: New technology-based firms face substantial resource constraints. This study examines how teamwork capability and relational capability of the entrepreneurial team affects the development of new firms. Teamwork capabilities are captured by the quality of collaboration of the entrepreneurial team members among themselves. Relational capabilities are analyzed based on the collaboration of the entrepreneurial team members with partners external to the focal firm. Our findings show that teamwork and relational capabilities, while theoretically originating from social capabilities, can have diverging effects on the development of a new organization. We find that relational capabilities lead to founding team member additions as well as sales and employment growth. In contrast, teamwork capabilities lead to a reduced likelihood to add founding team members and do not affect sales and employment growth. Theoretical and practical implications are discussed. Copyright © 2011 Strategic Management Society.
    Strategic Entrepreneurship Journal 03/2011; 5(1). DOI:10.1002/sej.106 · 2.05 Impact Factor
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: The generation of new markets is an emerging area of interest among researchers working in the traditions of evolutionary economics. And true to those traditions, the current study incorporates empirical evidence from psychology and cognitive science to develop micro-foundations for evolutionary theories of new market generation. In this paper we present an in-depth analysis of how expert entrepreneurs use effectual logic to conceptualize the creation of new markets. Our results challenge received wisdom based on search and selection processes and move beyond combinatorial ideas to develop instead a “transformational” view of market genesis. KeywordsEntrepreneurship–Transformation–Industrial dynamics–New market creation
    Journal of Evolutionary Economics 05/2011; 21(2):231-253. DOI:10.1007/s00191-010-0185-1 · 1.00 Impact Factor
Show more