Forming entrepreneurial strategy is difficult, as the future value of strategy alternatives is
uncertain. To create and capture value, firms are advised to consider and test multiple …

Entrepreneurs must choose between alternative strategies for bringing their idea to market.
They face uncertainty regarding both the quality of their idea as well as the efficacy of each …

Why do some entrepreneurs thrive while others fail? We explore whether the advice
entrepreneurs receive about managing their employees influences their startup's …

Is coachability a usable concept for startups? Using a dataset on high-growth startups in a
prominent university incubator, we show that firm characteristics do predict which firms are …

Abstract Research Summary This article runs a large‐scale replication of Camuffo and
colleagues in 2020, involving 759 firms in four randomized control trials. The larger sample …

Building on pragmatism, we advance an entrepreneur-as-scientist perspective and depict
entrepreneurs as engaging in causally inferential action by forming beliefs, testing these …

Abstract Research Summary Strategy formation is central to why some firms seize novel
opportunities while others fail. We explore a core dilemma of strategy formation in …

Research summary Examining the strategy formation process is central to understanding
why some firms in entrepreneurial settings create competitive advantage and succeed while …

Given that stakeholders often commit more than capital to a startup, they commonly stress
how important it is for entrepreneurs to be “coachable.” To date, however, coachability has …

This study examines how firms' decision-making logics and entrepreneurial resourcing
behaviors combine to create value. We conduct a qualitative comparative analysis …