While we understand the importance of entrepreneurs listening to stakeholders, we lack a sufficient theory-driven understanding of why some entrepreneurs and their ventures can listen to their stakeholders more effectively than others. We offer a listening model of venture growth based on listening theories and the literatures on new ventures and capability development. Listening is initially facilitated by entrepreneurs' cognitive and behavioral processes, but continued venture growth creates a paradox for entrepreneurs. Listening to stakeholders may also deplete entrepreneurs' personal resources, diminishing their listening capacity. This paradox can be overcome by generating their ventures' listening capability—behavioral routines and attention structures for listening—enabling them to acquire and interpret quality information from stakeholders more effectively to build or adapt the capabilities necessary for venture growth. The ventures' listening capability acts as a dynamic capability, which itself can be dynamic. This listening model of venture growth contributes to the entrepreneurship literature on stakeholders, entrepreneurs' abilities, and ventures' capabilities and dynamic capabilities.

中文翻译：

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创业成长的倾听模型：企业家的倾听能力和企业的倾听能力


虽然我们了解企业家倾听利益相关者意见的重要性，但我们缺乏足够的理论驱动的理解，无法理解为什么一些企业家及其企业能够比其他人更有效地倾听利益相关者的意见。我们基于倾听理论以及有关新企业和能力发展的文献，提供了一种企业成长的倾听模型。倾听最初是由企业家的认知和行为过程促进的，但持续的风险投资给企业家带来了一个悖论。倾听利益相关者的意见也可能会耗尽企业家的个人资源，削弱他们的倾听能力。这个悖论可以通过培养企业的倾听能力（倾听的行为习惯和注意力结构）来克服，使他们能够更有效地从利益相关者那里获取和解释高质量信息，以建立或调整企业发展所需的能力。企业的倾听能力是一种动态能力，其本身可以是动态的。这种企业成长的倾听模型有助于有关利益相关者、企业家能力、企业能力和动态能力的创业文献。