This chapter combines insights from organizational theory and the entrepreneurship literature to inform a process-based conception of organizational founding. In contrast to previous discrete-event approaches, the conception argues that founding be viewed as a series of potential entrepreneurial activities – including initiation, resource mobilization, legal establishment, social organization, and operational startup. Drawing on an original data set of 591 entrepreneurs, the study examines the effect of structural, strategic, and environmental contingencies on the relative rates with which different founding activities are pursued. Results demonstrate that social context has a fairly pervasive impact on the occurrence and sequencing of founding processes, with one possible exception being the timing of legal establishment.
Ruef, M. (2005), "Origins of Organizations: The Entrepreneurial Process", Keister, L.A. (Ed.) Entrepreneurship (Research in the Sociology of Work, Vol. 15), Emerald Group Publishing Limited, Bingley, pp. 63-100. https://doi.org/10.1016/S0277-2833(05)15004-3
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