Abstract

This study investigates how adopting causation process during early stages of venture development can impact long-term innovation outcomes directly and indirectly through its interactions with three forms social capital. To do so, we use a sample of 1,214 new ventures in the U.S. and offer several contributions to theory and practice. First, by drawing on theories of entrepreneurial approaches, social networks, and innovation, it advances the theoretical understanding of the intersection of these areas. Second, the study uses a longitudinal approach to offer empirical evidence supporting the enduring effect of decision-making logics during early stages of new venture development on long-term innovation performance. Third, the findings of this study suggest that the dimensionality of causation is complex as presented in the heterogenous effects of the dimensions of causation on innovativeness, ranging from positive, to negative, to nonsignificant effects. Lastly, it offers insights on the complex indirect effects of causal approaches on innovativeness in new ventures, as they can both diminish and enhance the benefits of the three forms of social capital.

Plain English Summary

How founders’ adoption of entrepreneurial approaches during early stages of venture development can impact long-term innovation outcomes directly and indirectly through its interaction with social capital. Innovation is critical for the success of new ventures, and entrepreneurs rely on decision-making strategies to create new and innovative products or services. The causal decision-making process, which represents predetermined, planned, and well-defined decision-making, promotes innovativeness in various settings (Sarasvathy, Sarasvathy, Academy of Management Review 26:243–263, 2001; Sarasvathy et al., Organization Studies 29:331–350, 2008, 2010; Dew, Sarasvathy, and Venkataraman, 2004; Alvarez & Barney, 2007). However, an interesting paradox emerges as organic, dynamic, and flexible mechanisms, such as social interactions, can also foster innovativeness (Carnabuci and Diószegi, Academy of Management Journal 58:881–905, 2015). Understanding how causal processes interact with other constructs, such as social capital, to either promote or impede innovative outcomes can guide entrepreneurs as they pursue opportunities. Additionally, it is important to understand the long-term implications of the entrepreneurial processes that founders adopt during the early stages of venture development. Taken together, this study investigates how adopting causal processes during the early stages of venture development can have enduring effects on long-term innovation outcome directly and indirectly through its interaction with social capital. To test these theoretical arguments, this study uses data from the second Panel Study of Entrepreneurial Dynamics (PSED II), which surveyed 1,214 U.S. entrepreneurs between 2006 and 2011 about their ventures. This study offers several contributions. First, by drawing on theories of entrepreneurial processes, social processes, and innovation, we advance our understanding of the intersection of these areas. Second, the longitudinal approach offers empirical evidence supporting the enduring effect of decision-making logics during early stages of new venture development on long-term innovation outcomes. Third, our findings suggest that the dimensionality of causation is complex as presented in the heterogenous effects of the dimensions of causation on innovativeness ranging from positive, to negative, to nonsignificant. Lastly, we offer insights on the complex indirect effect of causal approaches on innovativeness in new ventures.

中文翻译：

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理清新企业创新的复杂性：因果创业过程与社会资本之间的相互作用

摘要

本研究探讨了在风险开发的早期阶段采用因果关系过程如何通过其与三种形式的社会资本的相互作用直接和间接影响长期创新成果。为此，我们使用美国 1,214 家新企业作为样本，并对理论和实践做出了一些贡献。首先，通过借鉴创业方法、社交网络和创新理论，它推进了对这些领域交叉点的理论理解。其次，该研究采用纵向方法提供实证证据，支持新企业发展早期阶段的决策逻辑对长期创新绩效的持久影响。第三，本研究的结果表明，因果关系的维度是复杂的，表现为因果关系维度对创新的异质影响，从积极影响到消极影响，再到不显着影响。最后，它提供了关于因果方法对新企业创新的复杂间接影响的见解，因为它们既可以减少也可以增强三种形式的社会资本的好处。

简单的英语摘要

创始人在风险开发早期阶段采用创业方法如何通过与社会资本的互动直接或间接影响长期创新成果。创新对于新企业的成功至关重要，企业家依靠决策策略来创造新的创新产品或服务。因果决策过程代表预先确定的、有计划的和明确的决策，促进各种环境中的创新（Sarasvathy, Sarasvathy, Academy of Management Review 26:243–263, 2001；Sarasvathy et al., Organization Studies 29：331-350，2008 年，2010 年；Dew、Sarasvathy 和 Venkataraman，2004 年；Alvarez 和 Barney，2007 年）。然而，一个有趣的悖论出现了，有机的、动态的、灵活的机制，比如社会互动，也可以促进创新（Carnabuci and Diószegi, Academy of Management Journal 58:881–905, 2015）。了解因果过程如何与社会资本等其他结构相互作用，以促进或阻碍创新成果，可以指导企业家寻求机会。此外，了解创始人在风险开发早期阶段采用的创业流程的长期影响也很重要。总而言之，本研究探讨了在风险开发的早期阶段采用因果过程如何通过与社会资本的相互作用直接或间接地对长期创新成果产生持久影响。为了检验这些理论论点，本研究使用了第二次创业动态小组研究 (PSED II) 的数据，该研究在 2006 年至 2011 年间对 1,214 名美国企业家进行了有关其企业的调查。这项研究提供了几个贡献。首先，通过借鉴创业过程、社会过程和创新的理论，我们加深了对这些领域交叉点的理解。其次，纵向方法提供了经验证据，支持新企业发展早期阶段的决策逻辑对长期创新成果的持久影响。第三，我们的研究结果表明，因果关系的维度是复杂的，表现为因果关系维度对创新性的异质影响，从积极、消极到不显着。最后，我们提供了关于因果方法对新企业创新的复杂间接影响的见解。