SMS

Entrepreneurship and Strategy IG

This Interest Group focuses on entrepreneurial behavior both in new ventures and established organizations. Its purpose is to help create useful knowledge on effective entrepreneurial strategies. Some of the important questions that it seeks to address include: How can we strengthen the theorizing on entrepreneurial activity? How does a focus on innovation and entrepreneurship differ from other theories on competitive advantage? What are the appropriate research methods for a scientific study of the entrepreneurial process? What is the role of strategy in a new venture firm and how does it differ from that in an established firm?

Entrepreneurship & Strategy Leadership

Chair

picture of Aseem Kaul
Aseem Kaul
University of Minnesota

Program Chair

picture of Pinar Ozcan
Pinar Ozcan
University of Oxford

Associate Program Chair

picture of Mahka Moeen
Mahka Moeen
University of North Carolina at Chapel Hill

Engagement Officers

E&S Insights Series

The E&S Insights Series seeks to bring together entrepreneurship scholars who can share teaching or research advice and experiences with our members.

The first webinar took place on November 13, 2019. Please check here for recordings and sign up for future webinars.

 Live webinar participation is a benefit of membership in the Strategic Management Society. You can learn more and join here.
    

STRATEGY IN NASCENT MARKETS: HOW ENTREPRENEURS WIN (OR NOT)  
November 16 at 8:00 AM Pacific*

Register now on Zoom 
Please join us for our sixth webinar in the E&S Insights Series which will feature Kathleen Eisenhardt (Stanford University). 
K. Eisenhardt
Kathleen will discuss her recent research on Strategy in Nascent Markets using multiple industry contexts - from serious tech to online fashion and marketplaces. In these "high velocity" markets, an opportunity is not a strategy. Rather, effective strategy is the difference between becoming the next Google or Netflix, or a floundering also-ran. Yet many entrepreneurs struggle to form winning strategies (and business models) because many rules of traditional strategy like differentiation don't work in nascent markets. Lean Startup helps but is often too simple. Instead time and timing are on center stage, cognition takes on fresh new meanings, and rich repertoires of learning and problem solving matter.

*This webinar is open to all 2020 and 2021 Members of the Strategic Management Society. You can learn more and join here: www.strategicmanagement.net/home/members/overview

Held on September 23, 2020

In the fourth webinar in the E&S Insights Series, Maryann Feldman (University of North Carolina at Chapel Hill), presented "Regional income disparities, monopoly and finance" co-authored with Frederick Guy (Birkbeck, University of London) and Simona Iammarino (London School of Economics & Political Science). 

The overall rise in inequality in the U.S. since 1980 has been matched by a rise in inequality between places; local and regional development policies aimed at reversing this polarization have seen limited success. We propose an explanation for the spatial polarization of prosperity and the failure of the policies to remedy it. Our explanation is based on the interaction of monopoly power, agglomeration economies in technology clusters, and the power of financial sector actors over non-financial firms – all phenomena characteristic of the post-1980 economy. We review evidence for each of these elements and propose some causal relationships between them, as an outline of an ongoing research program.

October 7, 2020 

In our fifth webinar in the E&S Insights Series, Sonali Shah, (University of Illinois at Champaign-Urbana) will present "Users Front & Center: Innovation, Entrepreneurship & Industry Evolution". 

Innovation and entrepreneurship are cornerstones of economic and social progress. As the need for solutions to complex problems grows, it is increasingly important to understand and support the processes that fuel innovation and entrepreneurship. In this webinar, we’ll discuss the role of users––as innovators, entrepreneurs, and community participants––in contributing to innovation, focusing on the distinctive processes by which they create, evaluate, share, and commercialize their ideas.

 

June 17, 2020

In the third webinar in E&S Insights Series, Professor Ajay Agrawal will present "Entrepreneurship Education: Learning-by-Doing at the Creative Destruction Lab". 

The CDL is predicated on the thesis that a failure in the market for business judgment is the primary reason why so many smart, hardworking, and fully committed entrepreneurs fail in their efforts to commercialize their invention via a science-based entrepreneurial startup. The CDL is designed specifically to address that market failure. In this presentation, Professor Ajay Agrawal (University of Toronto) will explain the market design principles underlying the CDL program and how they are implemented in the delivery of the program. In addition, he will explain the pedagogical framework for MBA student learning in terms of both theory and learning-by-doing. The CDL program is operated at 8 business schools: University of Oxford, HEC Paris, Georgia Tech, University of Toronto, University of British Columbia, Dalhousie University, HEC Montreal, University of Calgary.

*Live webinar participation is a benefit of membership in the Strategic Management Society. You can learn more and join by clicking here

Wednesday, April 8, 2020 

Hierarchies of authority - typically pyramid-shaped structures of delegated formal authority - have become the default template for organizations of any scale today, in any sector. Why have they become so prevalent? The simplest and probably most uncontroversial answer is that they are the best-known organization design we have to manage complex interdependence among a large number of individuals. It is hard to find examples of large collaboration systems featuring significant interdependence that do not rely on hierarchy. Examining the few instances we know of is helpful in this regard to point out how “special” these special cases are. Why think of alternatives? Culturally, it may have become possible for more people than ever to declare their dislike for hierarchies. This may not be universal, but there is no reason why as organization designers we should not place the satisfaction of fundamental human preferences onto our list of design criteria. Technologically, the fourth industrial revolution, with its advances in intelligent algorithms may be challenging one of the core functions of authority hierarchies through the possibility of algorithmic management. 

In this webinar, Phanish Puranam(author of The Microstructure of Organizations, Oxford University Press, 2018) overviews some of his past and ongoing research on organizational hierarchies, and summarizes what we know and what remains to be learned.

Live webinar participation is a benefit of membership in the Strategic Management Society. You can learn more and join by clicking here

 

November 13, 2019 

In our first webinar, Marc Gruber of EPFL, presents "Where to play - market opportunity navigator".

One of the most pressing challenges for both start-ups as well as established firms is to identify and exploit valuable market opportunities. In the start-up world, statistics show that a large number of ventures need to perform a painful pivot to a better market opportunity, as they had jumped too quickly into the first opportunity they identified. And in the corporate world, managers are challenged to understand how they can identify new growth and value creation opportunities for their firms in a more systematic manner – and not simply rely on serendipitous discoveries. In this webinar, Marc Gruber will discuss his award-winning research on market opportunity identification and introduce a practical business tool that is derived from it – “The Market Opportunity Navigator” – which has recently been added to the “Lean Startup” toolset by Steve Blank. Using examples from both start-up as well as corporate settings, the webinar will illustrate the three step process of the Market Opportunity Navigator, show how the tool can be applied to entrepreneurs and managers, explain how it can be used in a variety of teaching formats for different audiences, and show how it complements existing tools such as the Business Model Canvas.

E&S Insights Series

E&S Research Seminar Series

The Entrepreneurship & Strategy Research Seminars was created in the Summer of 2020 as a new initiative by Entrepreneurship & Strategy IG to help connect with and engage our members as we deal with the ongoing pandemic and the resulting postponement / cancellation of many in-person research activities. E&S Research Seminars were held once every two weeks throughout the summer of 2020, and featured cutting-edge new research projects in the domain of Entrepreneurship & Strategy. Each seminar included the presentation of an in-progress research study, followed by comments from a senior discussant, and a lively Q&A with attendees. Thank you everyone who joined us!

Held on Jun 24, 2020 

Our first speaker was  Xiaoshu Bei who presented research co-authored with Frank Rothaermel (details below). Mahka Moeen provided a discussion of the paper.

Title:
Post-Market Entry Capability Development: The Relationship Between Complementary Asset Discontinuity and External Technology Sourcing
Authors:
Xiaoshu Bei & Frank T. Rothaermel
Abstract:

In this paper, we ask to what extent do firms reconfigure their complementary assets when they are entering a new industry and commercializing external innovation. Based on the dynamic capabilities framework, it is beneficial for firms to redeploy and reconfigure their complementary assets when the external environment is changing. Thus we expect firms that can change their complementary assets to be more flexible in their routines and will achieve better innovation performance. We identify changes in specific types of complementary assets based on the Division of Innovative Labor survey and look at their correlation with market entry and external sourcing. The results suggest that new entrants that rely on external technology are likely to implement changes in complementary assets. They are likely to have better innovation performance when deploying their complementary assets, especially for de novo entrants. This is especially true when the external innovation is from a startup.

Held on July 8, 2020 

Implications of Priority Access in Markets with Experts: Evidence from Online Marketplace Lending

Authors: Anparasan Mahalingam, Mohammed Alyakoob, and Mohammad Rahman 

Discussant: Gary Dushnitsky 

Held on July 22, 2020 
A Scientific Approach to the Management of Entrepreneurial Firms: A Field Experiment

Authors: Elena Novelli & Chiara Spina

Discussant: Ethan Mollick

August 5, 2020 at 8:30am Pacific Time

Spanning Two Worlds?: Corporate Accelerators and Corporate Venture Capital in Innovation Portfolios
Author: Sheryl Winston Smith 
Disccusant: Christopher Tucci 

Held on August 19, 2020 

Should We Attribute Exceptional Success to Skill or to Luck? Empirical Evidence from Entertainment, Innovation, Auto Racing, and Firm Performance

Authors: Chengwei Liu & Jerker Denrell
Disccusant: Henrich R. Greve

Held on September 2, 2020 

Does Government Fund the Best Entrepreneurial Ventures? The Case of the Small Business Innovation Research Program

Authors: Supradeep Dutta, Timothy Folta & Jenna Rodrigues
Disccusant: Daniel Armanios

E&S Research Seminar Series

Reps-at-Large

picture of Elisa Alvarez-Garrido
Elisa Alvarez-Garrido
University of South Carolina
picture of Susan Cohen
Susan Cohen
University of Georgia
picture of Sam Garg
Sam Garg
Hong Kong University of Science & Technology
picture of Elizabeth Lyons
Elizabeth Lyons
UC San Diego