From tensions to synergy

Show simple item record

dc.contributor Hanken School of Economics, Management and Organisation, Vaasa en
dc.contributor.author Galkina, Tamara
dc.contributor.author Atkova, Irina
dc.contributor.author Yang, Man
dc.date.accessioned 2021-10-01T08:25:05Z
dc.date.available 2021-10-01T08:25:05Z
dc.date.issued 2021-09-23
dc.identifier.citation Galkina , T , Atkova , I & Yang , M 2021 , ' From tensions to synergy : Causation and effectuation in the process of venture creation ' , Strategic Entrepreneurship Journal . https://doi.org/10.1002/sej.1413 en
dc.identifier.issn 1932-4391
dc.identifier.other PURE: 28467965
dc.identifier.other PURE UUID: 1fcf2e62-a3c3-4c2e-8138-07064d493ea2
dc.identifier.other Scopus: 85115942369
dc.identifier.other Mendeley: 15e6662d-fb16-36d9-9adb-81871bbe94e3
dc.identifier.other ORCID: /0000-0002-7601-6733/work/101620427
dc.description.abstract 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. en
dc.format.extent 29
dc.language.iso eng
dc.relation.ispartof Strategic Entrepreneurship Journal
dc.relation.uri http://www.scopus.com/inward/record.url?scp=85115942369&partnerID=8YFLogxK
dc.relation.uri https://www.mendeley.com/catalogue/15e6662d-fb16-36d9-9adb-81871bbe94e3/
dc.rights en
dc.subject 512 Business and Management en
dc.subject causation en
dc.subject effectuation en
dc.subject synergy en
dc.subject tensions en
dc.subject venture creation en
dc.subject KOTA2021? en
dc.subject PREM2021_10 en
dc.subject 2 - Hybrid open access publication channel en
dc.subject 1 - Self archived en
dc.subject 0- Ingen av författarna har en utländsk affiliation en
dc.subject 1- Publicerad utomlands en
dc.subject 0- Ingen affiliation med ett företag en
dc.subject AoS: Responsible organising en
dc.subject AoHP: Strategic and entrepreneurial praxis en
dc.title From tensions to synergy en
dc.title Causation and effectuation in the process of venture creation en
dc.type Article
dc.description.version Peer reviewed
dc.identifier.doi https://doi.org/10.1002/sej.1413
dc.type.uri info:eu-repo/semantics/other
dc.type.uri info:eu-repo/semantics/publishedVersion
dc.contributor.pbl

Files in this item

Total number of downloads: Loading...

Files Size Format View
sej.1413.pdf 3.586Mb PDF View/Open

This item appears in the following Collection(s)

Show simple item record