New ventures in nascent markets often pivot while still developing their organizational
identity. A strong identity helps attract investors and employees and pivoting helps pursue …

New ventures often experience deviations from their plans that oblige them to reorient in
pursuit of a better fit between their evolving products and their target customers. Yet …

At the start of a venture, most entrepreneurs wear many hats. However, entrepreneurs often
cannot remain involved in every aspect of the venture process, and so they face important …

We conducted a longitudinal field study of nine nascent ventures attempting to revitalize
local municipalities to understand how and why identity processes shape organizing in multi …

Large companies initiate many new businesses, but few of them reach scale. The
ambidexterity literature describes how companies create exploratory businesses, but says …

Recent literature suggests entrepreneurs struggle to pivot—or fundamentally change
aspects of their venture—due to identity-based resistance to change. Yet, when …

To acquire resources, new ventures need to be perceived as legitimate. For this to occur, a
venture must meet the expectations of various audiences with differing norms, standards …

Through an inductive, comparative study of four early entrants in the nascent air taxi market,
we examine why start-ups, generally characterized as flexible, malleable entities, might …

Modeling the dynamics of nascent entrepreneurship provides insight into how organizations
are created. In order to study this complex phenomenon we develop a longitudinal case …

We explore how the initial market positioning of entrepreneurial ventures shapes how they
professionalize over time, focusing specifically on the development of functional roles. In …