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 …

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 …

Research on how new ventures (NV s) achieve legitimacy is fragmented and rests on taken‐
for‐granted assumptions that require problematization. Following a systematic literature …

The current rise in research on entrepreneurial ecosystems notes that many questions are
still unanswered. We, therefore, theorize about a unique paradox for entrepreneurs trying to …

New organizations are always vulnerable to the liabilities of newness, but such pressures
are especially severe when an industry is in its formative years. We focus on one set of …

In this paper, we study the transition from planned venture to operational start-up in the
emergent independent power sector. Planned ventures face tremendous obstacles in …

In this paper, we develop a process model of trajectory shifts in institutional
entrepreneurship. We focus on the liminal periods experienced by institutional …

For entrepreneurs, establishing and maintaining new venture legitimacy is a complex
endeavor. Various factors complicate this process, including issues of optimal …

In this article we argue that (1) legitimacy is an important resource for gaining other
resources,(2) such resources are crucial for new venture growth, and (3) legitimacy can be …

We examine the process of organizational image formation for new ventures entering an
emerging organizational category. An emerging organizational category is usually initiated …