Culture and entrepreneurial processses: evidence of influence

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    Abstract

    Processes that lead to the creation of new ventures are characterized by a combination of planned (causation) and emergent (effectuation) actions. Which one prevails is among others depending on contextual factors such as industry and national culture. Research on the impact of national culture on the causational respectively effectual nature of the entrepreneurial process is lacking. We collected think-aloud protocols from novice entrepreneurs who started their venture while still being a student at a university of who just finished their university studies Vietnam and The Netherlands. Coding of the protocols is based on the categories originally used by Sarasvathy. We correlate the share of causation-type actions with characteristics from national culture, drawn from Hofstede. Preliminary results show systematic differences in the share of causation new venture creation processes. These results are relevant to raise awareness among entrepreneurs and educators that taken-for-granted assumptions about entrepreneurial processes are culturally shaped
    Original languageEnglish
    Title of host publicationICSB International Council for Small Business World Conference 2012, Leading from the edge
    Place of PublicationWellington
    PublisherInternational Council for Small Business
    Pages-
    Publication statusPublished - 10 Jun 2012
    Event57th ICSB International Council for Small Business World Conference 2012, Leading from the edge - Wellington, New Zealand
    Duration: 10 Jun 201213 Jun 2012
    Conference number: 57th

    Publication series

    Name
    PublisherInternational Council for Small Business

    Conference

    Conference57th ICSB International Council for Small Business World Conference 2012, Leading from the edge
    CountryNew Zealand
    CityWellington
    Period10/06/1213/06/12

    Fingerprint

    National cultures
    Causation
    Entrepreneurial process
    Entrepreneurs
    Industry
    Venture
    New ventures
    New venture creation
    Correlates
    Contextual factors
    The Netherlands
    Hofstede
    Effectuation

    Keywords

    • METIS-288890
    • IR-82226

    Cite this

    Stienstra, M. R., Harms, R., ten Ham, R., & Groen, A. J. (2012). Culture and entrepreneurial processses: evidence of influence. In ICSB International Council for Small Business World Conference 2012, Leading from the edge (pp. -). Wellington: International Council for Small Business.
    Stienstra, Martin R. ; Harms, Rainer ; ten Ham, R. ; Groen, Arend J. / Culture and entrepreneurial processses: evidence of influence. ICSB International Council for Small Business World Conference 2012, Leading from the edge. Wellington : International Council for Small Business, 2012. pp. -
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    title = "Culture and entrepreneurial processses: evidence of influence",
    abstract = "Processes that lead to the creation of new ventures are characterized by a combination of planned (causation) and emergent (effectuation) actions. Which one prevails is among others depending on contextual factors such as industry and national culture. Research on the impact of national culture on the causational respectively effectual nature of the entrepreneurial process is lacking. We collected think-aloud protocols from novice entrepreneurs who started their venture while still being a student at a university of who just finished their university studies Vietnam and The Netherlands. Coding of the protocols is based on the categories originally used by Sarasvathy. We correlate the share of causation-type actions with characteristics from national culture, drawn from Hofstede. Preliminary results show systematic differences in the share of causation new venture creation processes. These results are relevant to raise awareness among entrepreneurs and educators that taken-for-granted assumptions about entrepreneurial processes are culturally shaped",
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    Stienstra, MR, Harms, R, ten Ham, R & Groen, AJ 2012, Culture and entrepreneurial processses: evidence of influence. in ICSB International Council for Small Business World Conference 2012, Leading from the edge. International Council for Small Business, Wellington, pp. -, 57th ICSB International Council for Small Business World Conference 2012, Leading from the edge, Wellington, New Zealand, 10/06/12.

    Culture and entrepreneurial processses: evidence of influence. / Stienstra, Martin R.; Harms, Rainer; ten Ham, R.; Groen, Arend J.

    ICSB International Council for Small Business World Conference 2012, Leading from the edge. Wellington : International Council for Small Business, 2012. p. -.

    Research output: Chapter in Book/Report/Conference proceedingConference contributionAcademicpeer-review

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    AB - Processes that lead to the creation of new ventures are characterized by a combination of planned (causation) and emergent (effectuation) actions. Which one prevails is among others depending on contextual factors such as industry and national culture. Research on the impact of national culture on the causational respectively effectual nature of the entrepreneurial process is lacking. We collected think-aloud protocols from novice entrepreneurs who started their venture while still being a student at a university of who just finished their university studies Vietnam and The Netherlands. Coding of the protocols is based on the categories originally used by Sarasvathy. We correlate the share of causation-type actions with characteristics from national culture, drawn from Hofstede. Preliminary results show systematic differences in the share of causation new venture creation processes. These results are relevant to raise awareness among entrepreneurs and educators that taken-for-granted assumptions about entrepreneurial processes are culturally shaped

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    Stienstra MR, Harms R, ten Ham R, Groen AJ. Culture and entrepreneurial processses: evidence of influence. In ICSB International Council for Small Business World Conference 2012, Leading from the edge. Wellington: International Council for Small Business. 2012. p. -