Académique Documents
Professionnel Documents
Culture Documents
related to strategic planning of business model as a concept [1] J. Magretta, "Why business models matter," Harvard Business
Review, vol. 80, 2002, p. 86–93.
[1].
C. Early-stage ventures in emerging sectors [2] M. Morris, M. Schindehutte, and J. Allen, "The entrepreneur's
business model: toward a unified perspective," Journal of Business
In an entrepreneurial setting, the definition of the business Research, vol. 58, 2005, pp. 726-735.
model is unarguably a significant and prominent issue [13],
[3] L. Doganova and M. Eyquem-Renault, "What do business models
but its usage as an instrument to assess the value of the do?Innovation devices in technology entrepreneurship," Research
venture fails to deliver either its communicative or Policy, vol. 38, 2009, pp. 1559-1570.
ceremonial function [14]. In dynamic, complex and uncertain
[4] B. Honig, "Entrepreneurship education: Toward a model of
markets of emerging sectors, organizations are forces to contingency-based business planning," Academy of Management
frequently re-evaluate their value delivery and capture Learning and Education, vol. 3, 2004, p. 258–273.
proposal in order to sustain its market fit [15].
Entrepreneurs develop mechanisms and practices such as: [5] B. Honig and T. Karlsson, "Institutional forces and the written
business plan," Journal of Management, vol. 30, 2004, pp. 29-48.
trial and error, effectuation [16], heuristics decisions-making
[17], sense-making processes [18], to successfully navigate [6] D.J. Teece, "Business Models, Business Strategy and Innovation,"
this environments. At the same time, entrepreneurs in early- Long Range Planning, 2009.
stage ventures are influenced by cognitive abilities that
[7] R.G. McGrath, "Business Models: A Discovery Driven Approach,"
current literature describes as: entrepreneurial cognition , Long Range Planning, 2009, pp. 1-15.
positive affect [19] , optimism , self-efficacy and motivation
[20]. [8] H. Chesbrough, "Business Model Innovation: Opportunities and
Barriers," Long Range Planning, 2009.
In the early-stages of the venture entrepreneurs interaction
with the market is therefore driven by experimentation, not [9] R.D. Ireland, M.A. Hitt, S.M. Camp, and D.L. Sexton, "Integrating
exploitation, in an uncertain environment. entrepreneurship and strategic management actions to create firm
wealth," The Academy of Management Executive, vol. 15, 2001, p.
D. Research Question 4963.
This work-in-progress aims to get a better understanding [10] S.N. Kaplan, B.A. Sensoy, and P. Stromberg, "Should Investors
on whether the business models are adequate instruments to Bet on the Jockey or the Horse? Evidence from the Evolution of
assess the value of early-stage entrepreneurial ventures in Firms from Early Business Plans to Public Companies," The
Journal of Finance, vol. LXIV, 2009, pp. 75-116.
emerging sectors.
[11] F. Delmar and S. Shane, "Legitimating first: Organizing activities
III. RESEARCH DESIGN and the survival of new ventures," Journal of Business Venturing,
vol. 19, 2004, p. 385–410.
The authors are using a qualitative research method,
following a grounded theory approach. In-depth interviews [12] A. Osterwalder, "The Business Model Ontology a proposition in a
design science approach," Academic Dissertation, Universite de
are being conducted with a group of entrepreneurs and data is Lausanne, Ecole des Hautes Etudes Commerciales, 2004, pp. 1-
being studied and encoded by a team of three researchers. 169.
The selection of a grounded theory approach is based on
both the subject and objective of the research [21]. The aim [13] C. Zott and R. Amit, "Business Model Design and the Performance
of Entrepreneurial Firms," Organization Science, vol. 18, 2007, pp.
of the authors is to better understand how actors interpret a 181-199.
reality [22] and to gain insights in the way they organize
their transition from a business idea into a venture. Aiming to [14] D. Kirsch, B. Goldfarb, and A. Gera, "Form or substance: the role
of business plans in venture capital decision making," Strategic
uncover theories and frameworks from the data collected, Management Journal, vol. 515, 2009, pp. 487-515.
following iteration of theory review and further data
collection. [15] R.E. Miles, G. Miles, C.C. Snow, K. Blomqvist, and H. Rocha,
"The I-Form Organization," California Management Review, vol.
51, 2009, pp. 61-77.
IV. EXPECTED OUTCOMES
What this research posits is that the usual structure of a [16] S.D. Sarasvathy, "Causation and Effectuation: Toward a
Theoretical Shift from Economic Inevitability to Entrepreneurial
business model is not enough to represent all the tenets that Contingency," The Academy of Management Review, vol. 26, 2001,
should be considered to assess, in their early-stages, the pp. 243-263.
survivability of an entrepreneurial venture in today’s global
[17] S.A. Alvarez and L.W. Busenitz, "The entrepreneurship of
dynamic environment. resource-based theory," Journal of Management, vol. 27, 2001, p.
The authors expect to get some clues to propose an 755.
enriched business model concept that better acknowledges
[18] K.E. Weick, K.M. Sutcliffe, and D. Obstfeld, "Organizing and the
the assessment complexity of the viability of a new process of sensemaking," Organization science, vol. 16, 2005, p.
entrepreneurial venture. 409.
[19] R.A. Baron, "The role of affect in the entrepreneurial process," The
Academy of Management Review, vol. 33, 2008, p. 328–340.
REFERENCES
[20] R.A. Baron and T.B. Ward, "Expanding Entrepreneurial
Cognition's Toolbox: Potential Contributions from the Field of
WORKSHOP – RESEARCH METHOD COURSE - 2010 3