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Many factors influence entrepreneurs, some of which influence the level of innovation (i.e. innovative or imitative) of new products or services pursued. The purpose of this paper is to explore the impact of the psychological motivations of the entrepreneurs and their institutional setting on the innovativeness of the new venture they pursue. Through this exploration, we can gain a better understanding of how innovative new ventures still occur in varying institutional environments.

In order to deliver the authors’ propositions as they pertain to innovation, the authors review the literature on entrepreneurs’ default regulatory focus (i.e. promotion or prevention seeking) and the strength of the institutions in which they are operating.

The authors theorize that promotion focus enhances innovativeness of ventures while prevention focus enhances imitativeness of ventures. The authors also provide a conceptual framework for the interplay among institutions and regulatory focus and provide a typology for how these varying combinations impact innovativeness or imitativeness of venture type.

In this study, the authors discuss and unpack the entrepreneurial mindset in order to bridge gaps between institutions and cognitive motivations of entrepreneurs as they pertain to innovativeness of venture type. By synthesizing several areas of research, the authors shed light on entrepreneurs’ innovativeness by proposing how these factors work together in determining whether an entrepreneur’s venture is more or less innovative based on regulatory disposition and in different institutional settings.

Under the theory of planned behaviour (TPB), subjective norms are important antecedents of entrepreneurial intent. But little is known about the forces that shape these. Hofstede’s national culture has implicated, but the conceptual distance between it and subjective norms is wide. The purpose of this paper is to explore an intermediate level to propose a mechanism by which national cultures give rise to individual beliefs about entrepreneurship.

Uses Q methodology with data from seven countries to discover patterns of beliefs in diverse cultures. Hierarchical clustering characterises an intermediate-level mechanism.

In each country, a small number of patterns emerge, two of which are found in every country studied – despite the large cultural differences. Drawing on the institutional logics perspective, a model of individual sensemaking is developed to bridge between monolithic national culture and idiosyncratic subjective norms of individuals, and to explain the commonality of belief patterns observed. Several propositions are suggested for testing the model.

Reports cultural attitudes towards entrepreneurship at a more granular level than previous research, and thereby discovers the existence of cross-cultural patterns. Proposes a novel model that connects macro forces of national culture with individual precursors of TPB through cultural entrepreneurship.

We offer a theoretical account of how two types of bricolage influence the entrepreneurial process. The first type involves social relationships or physical or functional assets, and thus pertains to an entrepreneurʼs external resources used in the instantiation of operations of a new venture. The second type pertains to an entrepreneurʼs internal resources‐experiences, credentials, knowledge, and certifications‐which the entrepreneur appropriates, assembles, modifies and deploys in the presentation of a narrative about the entrepreneurial process. We argue that both types of bricolage are essential to the success of a venturing attempt.

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.

Acting entrepreneurially in nascent industries is a complex endeavor characterized by uncertainty and ambiguity. Nevertheless, entirely new industries do emerge, often as a direct result of entrepreneurial behavior. We extend and apply discovery and creation approaches to study entrepreneurial behavior during industry emergence by means of qualitative analysis of a film about the personal computer (PC) industry℉s formative years. We find that discovery and creation behavior are fundamentally interrelated and share a common element: bricolage. Moreover, ideological activism is a major component of entrepreneurial behavior in a new industry℉s formative years during both creation and discovery processes. Implications for research and practice are discussed.

There is an established link between national cultural differences and documented variations in technological innovations across countries. To move beyond a narrow emphasis on national cultures, scholars have suggested using within‐country diversity to compensate for known limitations in national culture measures. Given that ethno‐linguistic diversity is a known source of cultural variation, this paper specifically aims to explore the relationship between culture, ethno‐linguistic diversity and national innovativeness.

The researchers used publicly available data on patents and trademarks in a multivariate regression context to study the effects of national culture and within‐country diversity on national levels of innovativeness.

The research found that culture and ethno‐linguistic diversity are independently positively associated with national innovation. More importantly, cultural and intra‐cultural variation measures when taken together account for significantly greater variance in levels of national innovation than does national culture when measured separately.

While this study points to the importance of ethno‐linguistic diversity in explaining national levels of innovativeness, there are other measures of within‐country diversity to be explored.

If national culture were the sole factor in innovativeness, then companies would be limited by their host cultural legacies; since within‐country diversity is also associated with innovation, it provides entrepreneurs, government policy makers and executives with important options for increasing innovativeness.

While previous studies pointed to the potential link between ethno‐linguistic diversity and innovation, prior research has generally not taken this variable into account.

The purpose of this paper is to describe how discovery and creation opportunities transition from one to the other and thereby clarify the relationship between opportunity types. This theoretical work will offer insight for studying opportunities and clarify the different practical implications of different opportunity types.

To further the understanding of opportunity types, the paper employs Dubin’s (1978) theory building methodology focussing specifically on the concepts of system states. Approaching opportunity types as system states clarifies the relationship between discovery and creation opportunities.

This research argues that opportunities transition from creation opportunities to discovery opportunities. Furthermore, understanding the opportunity state can clarify the practical implications for entrepreneurs. In particular, entrepreneurs in discovery states employ different processes regarding human resources, strategy, financing, planning, leadership, and potential competitive advantage than entrepreneurs pursuing creation states.

This paper offers value to researchers by clarifying the differences between opportunity types. To date, there has been little to no investigation into how opportunity types change from one type to another. This research offers to clarify the debate about the existence of different opportunity types and move the discussion forward theoretically. Additionally, this manuscript offers practical insights for entrepreneurs pursuing different types of opportunities.

This study aims to deepen the authors’ understanding of how identity influences opportunity perception in non-profit organizations. The authors expand to the discussion about opportunity perception by including the concepts of organizational identity, collective entrepreneurial cognition, co-creation and storytelling.

The study reports on a qualitative analysis of interviews, observations, reflections and other material produced during a European Union-financed project called FöreningsKICK. All in all, 35 workshops and lectures on how to develop associations have been held for 345 participants, representing 120 associations.

A collective identity is important because it influences how opportunities are perceived. A weak team spirit and a weak identity may even lead to situations where member choose to ignore good opportunities because they feel that pursuing the ideas would result in too much work for them personally. Contrariwise, a strong collective identity fosters an atmosphere of trust, which makes the members more willing to recognize and pursue opportunities.

This is a case study in a limited geographical area. To ensure generalizability, more research is needed.

The authors’ model provides a good opportunity to point out strategic and communicational shortcomings in organizations. When these are resolved, the result is a stronger organizational identity and new opportunities.

This study bridges a research gap by shifting focus of the entrepreneurial cognition research from an individual perspective to a collective perspective.

The purpose of this paper is to examine the role of founding team experience (industry and venturing) in new venture creation. This paper posits the following questions: How does founding team experience influence the likelihood of new venture creation, in the nascent stage? How does industry context moderate this relationship? The study aims to fill an important gap in the literature by unpacking the impact of different types of founding team experiences on venture outcome, and by focusing on the influence of founding team in the venture creation process, specifically at the nascent stage.

The paper utilizes data from the Second Panel Study of Entrepreneurial Dynamics, a longitudinal data set of 1,214 nascent entrepreneurs in the USA. Logistics regression was employed to analyze the effect of founding team experience on new venture creation. Post hoc analysis was conducted to ensure the confidence of the findings.

The paper provides empirical insights about how founding team experience influences the likelihood of new venture creation in the nascent stage. At the nascent stage, founding team industry experience positively affects new venture creation while founding team venturing experience does not. However, in the high-technology industry environment, the influence of the founding team’s venturing experience on new venture creation is stronger than that in the low-technology industry environment.

Due to the design of the data set, there is a risk of “right-censoring” problem. Also, because the study used archival data on founding teams, the methodology did not allow for uncovering the underlying team processes and dynamics during the venture creation process based on learning from experience. Future studies are encouraged to examine other types of founding team experience and the underlying process-level factors on venture creation.

The paper provides important practical implications for nascent entrepreneurs/entrepreneurial teams on team assembling and composition. In general, a team with higher-level industry experience is critical for venturing success. A team with higher-level venturing experience is more desired in the high-technology industry.

This paper fulfills an important gap in the entrepreneurial team literature by highlighting the complex and nuanced ways in which founding team experience influences the likelihood of venture creation in the nascent stage of the firm, especially after incorporating the additional impact of the industry context.

The aim of this paper is to examine the inherent and actual conflicts between venture capitalists (VCs) and entrepreneurs, as well as the possible resolutions of these conflicts.

This paper is based on 42 semi‐structured interviews conducted with Israeli VCs and entrepreneurs (14 VCs and 28 entrepreneurs). In addition, quantitative data were collected about VCs' scope of involvement and their perceived portfolio performance.

It was found that conflict is inherent in VCs and entrepreneurs' relations as both parties have different conceptions of the venture and the contractual arrangements. Actual conflicts were found to be associated with VCs' level of involvement and perceived performance. The findings indicate that VCs' strategic involvement is associated with cognitive conflicts and collaboration, whereas VCs' managerial involvement is associated with managerial replacement and affective conflicts. The findings provide an insight into the dynamic nature of conflicts between VCs and entrepreneurs, suggesting that affective conflicts may sometimes evolve into cognitive mode, as managerial replacement enables both parties to restructure their relations.

The findings call for further examination of interorganizational conflicts involving asymmetry of power and resource dependence. In addition, the findings also call for deeper examination of how coordination mechanisms of interorganizational relations come to be a source of conflict and how such conflicts may vary in different contexts.

The findings of this paper suggest that both VCs and entrepreneurs should establish conflict management mechanisms, such as similar conceptions and a shared vision, to ensure better cooperation.

This paper provides an in‐depth insight into the embeddedness of conflicts in VCs and entrepreneurs' relations. The finding of this study contribute to theory building of VCs and entrepreneurs' conflicts suggesting that VCs' cooperation depends on both parties' ability to resolve inherent and actual conflicts.