Planning Effectual Growth: A Study of Effectuations and Causation in Nascent Firms

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dc.contributor.authorKraaijenbrink, Jeroen
dc.contributor.authorRatinho, Tiago
dc.contributor.authorGroen, Aard J.
dc.date.accessioned2017-11-04T14:03:57Z
dc.date.available2017-11-04T14:03:57Z
dc.date.issued2011
dc.description.abstractTwo main contrasting approaches are typically used in entrepreneurship literature to explain how new ventures strategize: causal/planned strategies and effectual/emergent strategies. In this study, we explore the use of causal and effectual strategies within micro and small firms. Our results show that bigger companies typically used more planned strategies while simultaneously relying on effectual mechanisms. We observe that companies operating in known markets, anchoring their business ideas on experience and having a strong growth intention grow bigger. This suggests that causal and effectual mechanism can co-exist and lead to growth. Theoretical and practical implications of these findings are discusseden_US
dc.format.extent12 pagesen_US
dc.genrejournal articlesen_US
dc.identifierdoi:10.13016/M2PC2T99Q
dc.identifier.citationKraaijenbrink, J., Ratinho, T., & Groen, A. J. (2011). Planning Effectual Growth: A Study of Effectuations and Causation in Nascent Firms. Babson College, 1-12.en_US
dc.identifier.urihttp://hdl.handle.net/11603/7410
dc.language.isoen_USen_US
dc.publisherBabson Collegeen_US
dc.relation.isAvailableAtUniversity of Baltimore
dc.subjectentrepreneurshipen_US
dc.subjecteffectual growthen_US
dc.subjectnascent firmsen_US
dc.subjectstrategic managementen_US
dc.titlePlanning Effectual Growth: A Study of Effectuations and Causation in Nascent Firmsen_US
dc.typeTexten_US

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