Jared S. Allen, James G. Combs, Jon C. Carr, Timothy L. Michaelis, Dana L. Joseph
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引用次数: 0
Abstract
Research describes pivots as quick and comprehensive change in venture direction triggered by (external) opportunity-based information suggesting a better opportunity. We discovered two distinct pivot types in a qualitative study (Study 1), neither of which fully aligns with prior research. “Opportunity pivots” are triggered by opportunity-based information but are slower and less comprehensive than previously described; “survival pivots” are rapid and comprehensive but triggered by (internal) threat-based information. Lacking theory to explain our discoveries, we tested competing theories in an experimental vignette study involving 1,945 entrepreneurs (Study 2). We find that entrepreneurial learning explains opportunity but not survival pivots, and prospect theory explains survival but not opportunity pivots. The discovery of distinct pivot types provides a foundation for exploring additional pivoting variation; finding support for a different theoretical explanation for each pivot type suggests important limits to core theories used to explain pivoting.
期刊介绍:
The Journal of Management (JOM) aims to publish rigorous empirical and theoretical research articles that significantly contribute to the field of management. It is particularly interested in papers that have a strong impact on the overall management discipline. JOM also encourages the submission of novel ideas and fresh perspectives on existing research.
The journal covers a wide range of areas, including business strategy and policy, organizational behavior, human resource management, organizational theory, entrepreneurship, and research methods. It provides a platform for scholars to present their work on these topics and fosters intellectual discussion and exchange in these areas.