Browsing by Subject "tensions"

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  • Galkina, Tamara; Atkova, Irina; Yang, Man (2021-09-23)
    Research Summary This article examines previously neglected tensions between causation and effectuation in the process of new venture creation. We studied 41 episodes of new venture creation by entrepreneurs in Finland and Denmark, who we followed applying the diary method. We reveal tense relations between the respective causation and effectuation principles at multiple levels, and identify the corresponding mechanisms for their resolution, which, in turn, lead to the synergy. This study enriches the effectuation research by offering a dynamic perspective on causation-effectuation interplay and categorizing three modes of their interaction, that is, separation, hybrid synergy, and tensions. Managerial Summary Venture creation is a complex process that involves different decision-making logics. While combining the goal-driven logic of causation and non-goal driven logic of effectuation is essential for the success of a start-up, the road to their synergy can be paved with different tensions. Our study of 41 episodes of new venture creation by entrepreneurs in Finland and Denmark shows that these tensions can occur at the individual, organizational and inter-organizational levels. We also show four different mechanisms of how entrepreneurs can overcome these tensions within their ventures and in relations with other stakeholders.
  • Lundgren-Henriksson, Eva-Lena; Tidström, Annika (2021-06-29)
    Despite the growing interest in coopetition management strategies, we still lack detailed insights into how the simultaneity of cooperation and competition is cognitively experienced and coped with at the individual level. Based on two case studies, we introduce sensemaking dynamics deeper into the cognitive management ap-proaches of coopetition tensions by demonstrating temporal distancing and integrating as cognitive activities. Temporal distancing captures the perceived difficulties to connect recalled competitive pasts and imagined cooperative futures, whereas referencing re-imagined pasts and futures enables a connection, i.e. temporal integration, informing managerial actions and coopetition decision-making. First, our study extends theoretical insights on how tensions manifest through managerial sensemaking. Second, we contribute to research on in-dividual level coping strategies part of the coopetition capability concept by showing that managerial mindsets encompass continuous re-imaginations of cooperative and competitive pasts, presents and futures. Third, the findings of our study suggest that managers cope with experienced tensions through their capability to not only re-imagine distant competitive and cooperative pasts and futures, but also through enacting these in the present.