Session 137

Entrepreneurial Experience and Cognition: Implications for Venture Performance

Track I

Date: Tuesday, October 6, 2015


Time: 11:00 – 12:15


Room: Plaza Court 3

Session Chair:

  • Daniella Laureiro-Martínez, ETH Zurich

Title: Jack, Not All Trades Are Created Equal: Understanding Multiple Occupational Roles and Exploration-Exploitation for Performance


  • Daniella Laureiro-Martínez, ETH Zurich
  • Allya Koesoema, University of New South Wales

Abstract: We propose a framework that explicitly distinguishes individuals’ activities according to their behavioral nature (explorative or exploitative) and their occupational role (domain-specific or organizational), giving rise to four different types of activities that summarize an individual’s activity portfolio. We argue that this framework is necessary to avoid confounding behaviors and roles, such as associating creative domain-specific roles to exploration, and organizational roles to exploitation. We illustrate our framework using longitudinal case studies of six dual-occupation individuals (artist-entrepreneurs). Our findings show that on their own, neither the behavioral nature nor occupational roles of their activity portfolio were able to explain existing performance differences, while using our framework to simultaneously consider both their behavior and role type results in distinct typologies that explain performance differences.

Title: Looking Backward and Forward? Understanding the Role of Temporal Focus on Startup Performance


  • Amulya Tata, ETH Zurich
  • Stefano Brusoni, ETH Zurich

Abstract: In this study we look at the relationship of perception of time and self with performance in the context of startups. By relying on solid constructs from psychology, namely temporal focus (the degree to which individuals characteristically devote attention to perceptions of the past, present, and future) and self-categorization that can be collective or individualistic we can predict startup performance. Through novel datasets such as Crunchbase and Twitter we analyze perceptions of 2111 startup founders and 620 startup teams. Twitter data provides rich, longitudinal and conversational type of data. Upon content analysis of this data, we find high past focus, low future focus and high collective self-categorization to be associated with better performance. These results are mimicked at the team level.

Title: New Venture Emergence and Performance: Founder Knowledge, the Opportunity Landscape and Industry Demand Decline


  • John Dencker, Northeastern University
  • Marc Gruber, Swiss Federal Institute of Technology Lausanne
  • Argyro Nikiforou, EPFL

Abstract: Entrepreneurship is often seen as a process whereby individuals identify and exploit opportunities by creating and managing new firms. However, research often focuses on effects of founder knowledge on firm performance—thereby ignoring the opportunity and the dynamic way it interacts with the individual. We seek to fill in this gap in knowledge by developing a two-stage framework to explore the effect of the individual-opportunity nexus on new firm emergence and performance (failure). We test our framework using survey data from individuals who transitioned from unemployment to entrepreneurship, and from secondary data on opportunities. Findings are consistent with our predictions, highlighting that the nexus plays a key role in both the choice of industry of the opportunity, and the subsequent success of the nascent firm.

All Sessions in Track I...

Sun: 08:00 – 09:15
Session 276: K&I Sunday Panel: Big Data & Analytics in Strategy
Sun: 09:45 – 11:00
Session 277: K&I Foundations Session: A Conversation with Dan Levinthal
Sun: 11:15 – 12:30
Session 278: K&I Sunday Panel: Knowledge and Innovation in models of Business Models
Sun: 16:15 – 17:30
Session 104: Resource Allocation and Innovation
Session 261: Knowledge Creation and Sharing in Virtual Communities
Sun: 17:45 – 00:00
Session 317: Knowledge and Innovation Business Meeting
Mon: 08:00 – 09:15
Session 62: Multi-level perspectives on capability development
Session 105: Sourcing Strategies for Knowledge
Session 256: Innovation and the Strategy-Performance Relationship
Mon: 11:15 – 12:30
Session 203: Post Acquisition Learning
Session 204: Acquiring human capital: Process and outcomes
Mon: 13:45 – 15:00
Session 107: Evolving Industries, Evolving Products
Session 205: Knowledge Recombination and Interdependencies
Mon: 16:45 – 18:00
Session 100: Innovation Management in Networks, Ecosystems, and Innovation Hubs
Session 200: Strategic Leadership, Learning, and Exploration
Tue: 08:00 – 09:15
Session 136: Innovating and Learning in Collaborative Alliances
Session 255: Processes for Innovation and Ideation
Tue: 11:00 – 12:15
Session 101: Strategic Patenting
Session 137: Entrepreneurial Experience and Cognition: Implications for Venture Performance
Tue: 14:15 – 15:30
Session 198: Emerging Market Strategies
Session 206: Knowledge Replication, Transfer and Absorption
Tue: 15:45 – 17:00
Session 17: Human Capital and Entrepreneurship
Session 108: Open Innovation: Antecedents and Performance Effects
Session 262: Pioneering Knowledge
Tue: 17:30 – 18:45
Session 60: Blurring the Boundaries of Strategy Work
Session 202: Team Dynamics and Creativity
Session 271: Spinouts

Strategic Management Society