Measuring emergence in the dynamics of new venture creation |
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| Affiliation: | 1. Entrepreneurship Development Institute of India, India and Nord University Business School, Norway;2. University of Notre Dame, United States;1. Texas Christian University, Departments of Entrepreneurship & Management, Neeley School of Business, United States of America;2. Indiana University, Department of Management & Entrepreneurship, Kelley School of Business, United States of America;1. HEC Montréal, Department of Entrepreneurship and Innovation, 3000, Chemin de la Côte-Sainte-Catherine, Montréal (Québec), Canada H3T 2A7;2. École Polytechnique Fédérale de Lausanne (EPFL), College of Management of Technology, Chair of Entrepreneurship and Technology Commercialization, Odyssea 3.17, Station 5, CH-1015 Lausanne, Switzerland;3. The University of Sydney Business School, Rm 4231, Abercrombie Building, University of Sydney, NSW 2006, Australia;1. Whitman School of Management, Entrepreneurship and Emerging Enterprises Department, Syracuse University, 721 University Ave., Syracuse, NY 13244, United States;2. Kelley School of Business, Management and Entrepreneurship Department, Indiana University, 1309 E. Tenth Street, Bloomington, IN 47405, United States;1. Faculty of Business and Law, Auckland University of Technology, Private Bag 92006, Auckland 1142, New Zealand;2. Waikato Management School, University of Waikato, Hamilton, New Zealand |
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| Abstract: | Modeling the dynamics of nascent entrepreneurship provides insight into how organizations are created. In order to study this complex phenomenon we develop a longitudinal case study and analyze it with respect to three modes of organizing: vision, strategic organizing, and tactical organizing. Multiple sources of data are used to identify changes within and across these three modes. Using longitudinal content analysis and other complexity science methods, we found a nearly simultaneous shift in all three modes, indicating a punctuation event. We define this punctuation as an “emergence event,” and provide a process model of organizational emergence showing that a shift in tactical organizing generated a shift in strategic organizing, which resulted in a shift in the vision (identity) of the firm. We conclude with some theoretical implications of our analysis. |
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