A central role of the entrepreneur-manager is assembling a strategic bundle of complementary assets and activities, either existing or foreseen, which when combined create value for the firm. This process of creating value however requires managers to assess which activities should be handled by...

This paper elaborates a framework that integrates insights from the entrepreneurship and strategy literatures on competition between an incumbent firm and an entrepreneurial entrant. The framework captures the competitive consequences of a range of possible incumbent responses to entrepreneurial...

Venture capitalists find, fund, and assist high-impact entrepreneurs - individuals whose firms are instruments of Schumpeter's (1939) “creative destruction” and the “creation of new economic spaces” (Acs, 2008). These entrepreneurs form firms characterized by a lack of substantial...

There is increasing scholarly interest in informal entrepreneurship. We empirically examine how institutions interact to influence the informal entrepreneurship. Using a novel multi-source dataset we test institutional drivers of informal entrepreneurship in 28 innovation-driven countries during...

Despite calls to integrate opportunity formation into our understanding of entrepreneurial action, the opportunity discovery model continues to dominate scholarship and practice. Current research on entrepreneurial action assumes that the core challenge for entrepreneurs is the problem of...