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The purpose of this paper is to conduct an inductive case study to understand how the opportunity creation process leads to integration.

It examines four cases of immigrant entrepreneurs of Cameroonian, Lebanese, Mexican and Assyrian origins who founded their businesses in Sweden. The study relies on process-oriented theory building and develops an inductive model of integration as an opportunity creation process.

The suggested model shows immigrants’ acculturation into the host society via three successive phases: breaking-ice, breaking-in and breaking-out. In the breaking-ice phase, immigrants trigger entrepreneurial ideas to overcome the disadvantages that they face as immigrants in the host country. In the breaking-in phase, immigrants articulate their entrepreneurial ideas by bonding with the ethnic community. In the breaking-out phase, the immigrants reorient their entrepreneurial ideas by desegregating them locally. The paper concludes by elaborating theoretical and practical implications of the research.

Immigrants act when they are socially excluded and discriminated in the labor market by developing business ideas and becoming entrepreneurs. By practicing the new language and accommodating native customers’ preferences, immigrants reorient their entrepreneurial ideas. The immigrants tailor their ideas to suit their new customers by strengthening their sense of belonging to the local community.

New venture (NV) creation is critical to the growth and long-term survival of business groups. The purpose of this paper is to investigate the NV creation process in family business (FB) context and examine the influence of familial socio-political considerations and dynamics on venture creation processes.

The paper employs a triangulation technique drawing from the extant literature, observations from 25 in-depth interviews of FB leaders and insights from two FB practitioners and abductive reasoning to theorize on the NV creation process and the influence of socio-political considerations and dynamics within family.

The results show that there are four distinct stages of the NV creation process in FB context. Familial socio-political considerations and dynamics greatly influence the NV creation process. These considerations and dynamics vary according to the socio-political clout enjoyed by the proposer. Leadership’s predisposition to the proposer and the proposer’s socio-political clout in the family determine whether an NV proposal leads to venture creation.

The study extends NV creation literature by suggesting that in addition to the economic rationale, socio-political considerations play a critical role in venture creation decisions. Future research can validate the findings with quantitative analysis.

FB members must garner strong socio-political support for their NV proposal. FB leaders must ensure that their NV proposal evaluation and resource allocation decisions are not unduly influenced by the proposer’s socio-political clout.

The study views the NV creation process in FB context from the lens of familial forces at play. It identifies four distinct stages of the NV creation process and examines the role played by familial socio-political considerations and dynamics during each stage.

In this study we focus on how conditions of uncertainty shape the entrepreneurial action that underlies opportunity creation. We utilize the basic structure of economic exchange in the context of opportunity creation theory to further investigate the conditions under which an entrepreneur might be expected to act to bring an opportunity into existence. Specifically, we suggest that uncertainty, that is manifest as relational uncertainty and resource uncertainty, shapes the entrepreneurial actions that underlie the creation of opportunities. In a laboratory experiment we test this hypothesis by observing 56 three-person groups engaged in an opportunity creation-focused exchange task. The results of the experiment support the hypothesis that variability in the conditions of uncertainty (relational uncertainty and resource uncertainty) affects the entrepreneurial action that results in opportunity creation. These results lead us then to propose that there exists a theoretically specifiable set of key entrepreneurial actions (one that is others-focused and another that is works-focused). From this analysis we suggest potential directions for future research in the areas of entrepreneurial action and opportunity creation.

The purpose of this paper is to review the recent critique of the discovery view of opportunities and by implication the current state of the so‐called creation view of opportunities.

A systematic review of articles published from 2000‐2010 which feature a critique of the discovery view of opportunities. The review uses an open coding approach to identify central themes in the critique. Four central themes are identified, and from within‐theme patterns three distinct groups within the literature are identified.

The four themes suggest that the discovery view is incomplete, that social and relational interactions are more pervading and important than the discovery view suggests, that opportunities are created and that the role of individuality and subjectivity needs to be emphasized more. Three distinct groups within the literature are identified, each presenting different critiques of the discovery view, theoretical foci and implications for method and practice. Furthermore, the discussion suggests that the opportunity concept is a focal point for important debates in the entrepreneurship field, that the creation view is diverse and should not be referred to in the singular and that seeking reconciliation between the discovery and creation views is a problematic strategy. Finally, it is suggested that a continued dialog exploring differences both between the discovery and creation views as well as between the creation views is a fruitful strategy for the development of the field.

The article presents a review of both the critique of the discovery view and the so‐called creation view, thereby supplementing and advancing from existing reviews of the opportunity concept in entrepreneurship. This furthers our understanding of the role of opportunities in entrepreneurial processes.

The aim of the study is to examine the effects of opportunity creation and discovery on the performance of family firms. Specifically, from the tenets of dynamic capabilities and organizational contingency perspectives, this study proposes and tests a framework of how family firms' creation and discovery behavior impact venture growth and the conditions under which such impact can vary.

The study uses moderated-hierarchical regression to analyze survey data from 156 family-owned small and medium-sized enterprises (SMEs) operating within a sub-Saharan African economy.

The findings indicate that creation behavior has a curvilinear U-shaped relationship with venture growth, while discovery behavior has a direct positive relationship with venture growth. Further analysis reveals that the curvilinearity of the U-shaped relationship between creation and venture growth will be stronger for older family firms than for younger ones.

The study findings may be limited by the cross-sectional nature of the data and the specific focus on family firms only.

The results highlight the significance of pursuing both opportunities among family firms. In fact, both creation and discovery opportunities are significant drivers of family firm growth, albeit in different capacities. Relatedly, managers of older family firms (compared to younger firms) can invest more in exploiting creative opportunities.

From these findings, governments and other stakeholders should create enabling environment and institutional frameworks conducive to exploiting opportunities by entrepreneurial firms.

The study is novel – as it provides unique findings on the performance implications of creation and discovery behavior of entrepreneurial family firms within developing economies.

This paper aims to highlight four features of value co-creation among actors in a business-to-business environment. Service-dominant (S-D) logic of marketing is used as a theoretical lens to view at the process of value co-creation.

Using an interpretive methodological approach, the authors collected empirical material from a single case based in New Zealand. The case was based on the collaboration, interaction and relationship between vendor and client during an information and communication technology (ICT) systems integration project. The unit of analysis was “points of value creation.” Empirical material came from observation, in-depth interviews and documents such as meeting notes and email logs. Interpretation highlighted four features of the value co-creation process: motivators, outcomes, disadvantages and management. Moreover, personal and network aspects of value co-creation process emerged.

The findings of this study capture benefits, as well as conflicts and frustrations, in a value co-creation process. Furthermore, it provides future research motivations for researchers currently working to develop S-D logic of marketing.

It is suggested that there is relatively little direction on how value co-creation process should be undertaken in different contexts such as retail, education, health care and ICT. There is a need to understand the dynamics and specification of value co-creation process, as the literature is scarce in this field.

The purpose of this paper is to explore the concept of opportunity and its role in social entrepreneurship processes.

The paper presents a single‐case study of a sustainable community in Denmark. The data include interviews, documents and television programmes.

The case study finds that the opportunity takes a number of different forms in the process. These different forms are the result of a continuous mobilisation of actors. On the basis of these findings a model of social entrepreneurship processes is proposed, where the process is driven by mobilisation and transformation.

The findings of the case provide support for a creation view of opportunities and the view that opportunity discovery does not necessarily precede resource mobilisation. The proposed model contributes to the development of the creation view of opportunities as an alternative to the discovery view and to understanding of the role of opportunities in the social entrepreneurship process.

The findings suggest that the social entrepreneur is one who actively creates external circumstances rather than responds to opportunities already present therein. This implies a focus on different skills and ways of thinking.

The paper presents a model of social entrepreneurship processes grounded in a deep understanding of an empirical setting. The findings and model question the value of the discovery view of opportunities in the field of social entrepreneurship, while contributing to the development of the creation view of opportunities.

Extant research has studied how entrepreneurial cognition influences firm international performance but what mechanisms translates entrepreneurial cognition into international performance remains a puzzle in the field. In this paper, the authors utilize effectuation theory to theorize this association.

Using a survey of 164 internationalizing small firms from New Zealand, the authors examined a model of entrepreneurial cognition, action and gaining new knowledge as a framework to explain how effectual control, partnership for new opportunity creation and gaining new knowledge influence small firms' performance.

The authors found that partnership for new opportunity creation, and gaining new knowledge are two important mediation mechanisms in the focal association between effectual control and international performance.

This study is a cross-sectional design. Considering the importance of time in cognition and action, future research should utilize longitudinal research design.

The authors’ findings provide implications for both small firms' managers and policymakers. These findings identify the critical importance of continuous knowledge development in internationalization process. Policymakers can help small firms gain more relevant and timely information about international markets and incorporate them in their decision-making to further develop international opportunities.

The authors contribute to international entrepreneurship research by delineating and verifying the important associations between entrepreneurial cognition, action and gaining new knowledge and their outcomes for firm's international performance. The authors also contribute to effectuation theory by elaborating on effectual control and how this logic leads to the development of new knowledge.

This study aims to develop our understanding of the value co-creation process in business networks. This study identifies four key sub-processes that characterize the value co-creation journey as it unfolds across an inter-organizational network. These four sub-processes are opportunity co-creation, solution co-creation, complementary co-creation and activated co-creation.

Reflecting the exploratory nature of this research, the methodology relies on an in-depth case study, which is analyzed through the lens of the resource interaction occurring within the specific business relationships and collaborative episodes that affected the nine-year long development of Deko, a new architectural lighting solution.

The main contribution of the paper is identifying the sub-processes comprising the value co-creation journey of a technology development solution based on resource combining, re-combining and un-combining across a business network. That value co-creation occurs through a time-consuming journey requiring multiple episodes of collaboration can also inspire the practice of handling this process for instance for a small business such as the one featured in this case study.

This paper highlights that the value co-creation journey process has the potential to frame the unfolding of collaboration in practice for a small business.

Entrepreneurial process strongly relies on context. The previous entrepreneurship research in developed countries over-emphasizes on its economic impact, but ignores its social impact, which leads to the slow development of entrepreneurship theories. Transitioning China provides entrepreneurs with a typical environment where opportunities and constraints coexist, which is a new research area in the field of entrepreneurship study.

Based on the grounded theory approach, this paper generalizes a local entrepreneurial process model from a multiple case study.

The paper states that the interaction among entrepreneurs, opportunities and institutional context is the core of the process. To be specific, entrepreneurial process includes an inner and an outer mechanism. The inner mechanism is based on the relations among institutional constraints, entrepreneurs and opportunities: nascent entrepreneurs, forced by institutional constraints to start a business, undergo a psychological process with entrepreneurial angst, reflective learning and effectuation and finally create business opportunities. The outer mechanism is grounded in the relations among new ventures, institutional evolution and opportunity development: new ventures facilitate institutional evolution through institutional entrepreneurship strategies, which in turn supports the ventures in the sustainable development of opportunities.

This study illuminates the social and institutional impact of entrepreneurial behavior, which is gradually fading and forgotten in modern society. The findings of the study enrich the research on entrepreneurial process, entrepreneurial cognition and institutional entrepreneurship and also provide implications for entrepreneurs.