In searching for conceptualizations that offer an alternative perspective to entrepreneurial
opportunities, the notion of external enablers has recently been suggested for capturing the …

When organizations adopt new practices, the practices are often modified to fit the new
context. We argue that managers who implement new practices modify them, and that the …

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

Examines how external corporate venturing can enhance organizational renewal, and a
practical guide to help management apply it within their own organizations. Keil's succinct …

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

We draw on institutional theory to study a common type of new venture creation that has
been neglected in the literature: the translation of an existing organizational form from a …

Creating new ventures is one of the most central topics to entrepreneurship and is a critical
step from which many theories of management, organizational behavior, and strategic …

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 …

New ventures represent opportunities to create or renew competitive advantages for
established firms by expanding their pools of competences. In undertakings as uncertain as …

Purpose Entrepreneurs' pivot decisions are poorly understood. The purpose of this paper is
to review the existing literature on pivot decisions to identify the different conceptualizations …