Access the full text.
Sign up today, get DeepDyve free for 14 days.
P. McDougall, B. Oviatt (2000)
International Entrepreneurship: The Intersection of Two Research PathsAcademy of Management Journal, 43
K. Weick (1993)
The Collapse of Sensemaking in Organizations: The Mann Gulch DisasterAdministrative Science Quarterly, 38
Eisenhardt Eisenhardt (1989a)
Building theories from case study researchAcademy of Management Review, 14
Szulanski Szulanski, Jensen Jensen (2006)
Presumptive adaptation and the effectiveness of knowledge transferStrategic Management Journal, 27
Brian Uzzi (1997)
Social Structure and Competition in Interfirm Networks: The Paradox of EmbeddednessAdministrative Science Quarterly, 42
W. Davidson (1980)
The Location of Foreign Direct Investment Activity: Country Characteristics and Experience EffectsJournal of International Business Studies, 11
Lowell Busenitz, J. Barney (1997)
Differences between entrepreneurs and managers in large organizations: Biases and heuristics in strategic decision-makingJournal of Business Venturing, 12
A. Rugman, A. Verbeke (2004)
A perspective on regional and global strategies of multinational enterprisesJournal of International Business Studies, 35
Jan Rivkin, Nicolaj Siggelkow (2003)
Balancing Search and Stability: Interdependencies Among Elements of Organizational DesignManag. Sci., 49
Daniel Levinthal, J. March (1993)
The myopia of learningSouthern Medical Journal, 14
Stephanie Fernhaber, B. Gilbert, P. McDougall (2008)
International entrepreneurship and geographic location: an empirical examination of new venture internationalizationJournal of International Business Studies, 39
J. March (1991)
Exploration and Exploitation in Organizational LearningOrganization Science, 2
Gabriel Szulanski, Robert Jensen (2006)
Presumptive Adaptation and the Effectiveness of Knowledge TransferSouthern Medical Journal, 27
M. Hannan, John Freeman (1977)
The Population Ecology of OrganizationsAmerican Journal of Sociology, 82
C. Lord, L. Ross, M. Lepper (1979)
Biased Assimilation and Attitude Polarization: The Effects of Prior Theories on Subsequently Considered EvidenceJournal of Personality and Social Psychology, 37
Dusya Vera, M. Crossan (2005)
Improvisation and Innovative Performance in TeamsOrgan. Sci., 16
Henry Mintzberg, J. Waters (1982)
Tracking Strategy in an Entrepreneurial Firm1Academy of Management Journal, 25
Kuememerle Kuememerle (2005)
The entrepreneur's path to global expansionSloan Management Review, 46
Gerrit Bruggen, A. Smidts, B. Wierenga, Albert Sweetser, M. Crossan (1998)
Improvisation in ActionOrganization Science, 9
K. Eisenhardt, Melissa Graebner (2007)
Theory Building From Cases: Opportunities And ChallengesAcademy of Management Journal, 50
Christopher Allinson, E. Chell, J. Hayes (2000)
Intuition and entrepreneurial behaviourEuropean Journal of Work and Organizational Psychology, 9
George Yip, J. Biscarri, Joseph Monti (2000)
The Role of the Internationalization Process in the Performance of Newly Internationalizing FirmsJournal of International Marketing, 8
K. Eisenhardt (1989)
Making Fast Strategic Decisions In High-Velocity EnvironmentsAcademy of Management Journal, 32
Weick Weick (1998)
Improvisation as a mindset for organizational analysisOrganization Science, 9
Christopher Bingham, K. Eisenhardt, Nathan Furr (2007)
What makes a process a capability? Heuristics, strategy, and effective capture of opportunitiesStrategic Entrepreneurship Journal, 1
K. Eisenhardt (1989)
Building theories from case study researchSTUDI ORGANIZZATIVI
J. Johanson, J. Vahlne (1977)
The Internationalization Process of the Firm—A Model of Knowledge Development and Increasing Foreign Market CommitmentsJournal of International Business Studies, 8
N. Coviello (2006)
The network dynamics of international new venturesJournal of International Business Studies, 37
Delios Delios, Henisz Henisz (2003)
Political hazards, experience, and sequential entry strategies: the international expansion of Japanese firms, 1980–1998Strategic Management Journal, 24
S. Zahra, Juha Korri, Jifeng Yu (2005)
Cognition and international entrepreneurship: implications for research on international opportunity recognition and exploitationInternational Business Review, 14
E. Autio, H. Sapienza, J. Almeida (2000)
Effects of Age at Entry, Knowledge Intensity, and Imitability on International GrowthAcademy of Management Journal, 43
Rodney Shrader, B. Oviatt, P. McDougall (2000)
How New Ventures Exploit Trade-Offs Among International Risk Factors: Lessons For The Accelerated Internationization Of The 21St CenturyAcademy of Management Journal, 43
Lu Lu, Beamish Beamish (2001)
The internationalization and performance of SMEsStrategic Management Journal, 22
A. Delios, Witold Henisz (2003)
Political Hazards, Experience and Sequential Entry Strategies: The International Expansion of Japanese Firms, 1980-1998International Trade
S. Shane (2000)
Prior Knowledge and the Discovery of Entrepreneurial OpportunitiesOrganization Science, 11
Jason Davis, K. Eisenhardt, Christopher Bingham (2009)
Optimal Structure, Market Dynamism, and the Strategy of Simple RulesAdministrative Science Quarterly, 54
V. Rindova, S. Kotha (2001)
Continuous “Morphing”: Competing Through Dynamic Capabilities, Form, and FunctionAcademy of Management Journal, 44
B. Oviatt, P. McDougall (1994)
Toward a Theory of International New venturesJournal of International Business Studies, 25
T. Isobe, Shige Makino, D. Montgomery (2000)
Resource commitment, entry timing, and market performance of foreign direct investments in emerging economies: The case of Japanese international joint ventures in ChinaAcademy of Management Journal, 43
S. Shane, S. Venkataraman (2000)
The Promise of Entrepreneurship as a Field of ResearchAcademy of Management Review, 25
H. Sapienza, D. Clercq, William Sandberg (2005)
Antecedents of international and domestic learning effortJournal of Business Venturing, 20
P. Ellis (2008)
Does psychic distance moderate the market size–entry sequence relationship?Journal of International Business Studies, 39
J. Larkin, J. McDermott, Dorothea Simon, H. Simon (1980)
Expert and Novice Performance in Solving Physics ProblemsScience, 208
Zollo Zollo, Singh Singh (2004)
Deliberate learning in corporate acquisitions: post‐acquisition strategies and integration capability in U.S. bank mergersStrategic Management Journal, 25
Israel Kirzner (1997)
Entrepreneurial Discovery and the Competitive Market Process: An Austrian ApproachJournal of Economic Literature, 35
S. Shane, S. Venkataraman (2000)
The Promise of Enterpreneurship as a Field of ResearchAcademy of Management Review, 25
Srilata Zaheer, E. Mosakowski (1997)
THE DYNAMICS OF THE LIABILITY OF FOREIGNNESS: A GLOBAL STUDY OF SURVIVAL IN FINANCIAL SERVICESStrategic Management Journal, 18
Jerry Ross, Barry Staw (1993)
ORGANIZATIONAL ESCALATION AND EXIT: LESSONS FROM THE SHOREHAM NUCLEAR POWER PLANTAcademy of Management Journal, 36
Levinthal Levinthal, March March (1993)
The myopia of learning.Strategic Management Journal, 14
M. Zollo, Harbir Singh (2004)
Deliberate learning in corporate acquisitions: post‐acquisition strategies and integration capability in U.S. bank mergersSouthern Medical Journal, 25
Jeffrey Bradach (1997)
Using the Plural Form in the Management of Restaurant ChainsAdministrative Science Quarterly, 42
M. Hatch, K. Weick (1998)
Introductory Essay : Improvisation As a Mindset for Organizational AnalysisOrganization Science, 9
S. Zahra (2005)
A theory of international new ventures: a decade of researchJournal of International Business Studies, 36
H. Sapienza, E. Autio, G. George, S. Zahra (2006)
A Capabilities Perspective on the Effects of Early Internationalization on Firm Survival and GrowthAcademy of Management Review, 31
J. Lu, P. Beamish (2001)
The internationalization and performance of SMEsSouthern Medical Journal, 22
Ronald Mitchell, Brock Smith, K. Seawright, E. Morse (2000)
Cross-Cultural Cognitions and the Venture Creation DecisionAcademy of Management Journal, 43
K. Meyer, M. Wright, S. Pruthi (2009)
Managing knowledge in foreign entry strategies: a resource-based analysisSouthern Medical Journal, 30
Blake Ashforth, Y. Fried (1988)
The Mindlessness of Organizational BehaviorsHuman Relations, 41
Dorothy Leonard-Barton (1990)
A Dual Methodology for Case Studies: Synergistic Use of a Longitudinal Single Site with Replicated Multiple SitesOrganization Science, 1
A. Edmondson, S. McManus (2007)
METHODOLOGICAL FIT IN MANAGEMENT FIELD RESEARCH.Academy of Management Review, 32
S. Zahra, R. Ireland, M. Hitt (2000)
International expansion by new venture firms: International diversity, mode of market entry, technological learning, and performance.Academy of Management Journal, 43
Meyer Meyer, Wright Wright, Pruthi Pruthi (2009)
Managing knowledge in foreign entry strategies: a resource‐based analysisStrategic Management Journal
Anne Miner, Paula Bassof, C. Moorman (2001)
Organizational Improvisation and Learning: A Field StudyAdministrative Science Quarterly, 46
H. Simon (1973)
The Structure of Ill Structured ProblemsArtif. Intell., 4
Kimberly Elsbach, Roderick Kramer (1996)
Members' Responses to Organizational Identity Threats: Encountering and Countering the Business Week RankingsAdministrative Science Quarterly, 41
J. Walsh (1995)
Managerial and Organizational Cognition: Notes from a Trip Down Memory LaneOrganization Science, 6
Shona Brown, K. Eisenhardt (1997)
The Art of Continuous Change : Linking Complexity Theory and Time-Paced Evolution in Relentlessly Shifting OrganizationsAdministrative Science Quarterly, 42
B. Kogut, Harbir Singh (1988)
The Effect of National Culture on the Choice of Entry ModeJournal of International Business Studies, 19
L. Festinger (1954)
A Theory of Social Comparison ProcessesHuman Relations, 7
This study explores how entrepreneurial firms become successful in foreign market entries over time. The setting is the foreign market entries of entrepreneurial firms with headquarters in Singapore, the U.S., and Finland. There are several findings. Firms with more successful foreign market entries decrease improvisation in opportunity selection but increase improvisation in opportunity execution. In contrast, firms with less successful foreign market entries do the opposite. Intriguingly, data suggest that increased improvisation in opportunity execution may be influenced by decreased improvisation in opportunity selection, whereas decreased improvisation in opportunity execution may be influenced by increased improvisation in opportunity selection. Overall, besides contributing fresh insights about the relationship between improvisation and performance in new venture firms, a central contribution of this study is shedding light on the texture of entrepreneurial cognition and the little known relationship between cognition, action, amended cognitions, and redirected action. Copyright © 2009 Strategic Management Society.
Strategic Entrepreneurship Journal – Wiley
Published: Dec 1, 2009
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.