Erratum to: National culture, effectuation, and new venture
performance: global evidence from student entrepreneurs
Michael H. Morris
Published online: 11 May 2017
Springer Science+Business Media New York 2017
Erratum to: Small Bus Econ
The original version of this article contained a mistake.
The corrected versions of the paragraphs are given below.
The paragraphs under Introduction section should
read as follows:
Research has shown that levels of entrepreneurial
activity vary substantially across countries (Kelley et al.
2012). Among the factors explaining these differences is
the role of national culture (Minkov and Hofstede 2012).
Culture may influence entrepreneurship through two
main mechanisms: social legitimation and psychological
traits (Davidsson 1995). The first approach assumes that
a supportive national culture will lead to higher legitima-
cy of an entrepreneurial career leading more people to
start ventures (Etzioni 1987); the second approach focus-
es on the role of culture in reinforcing personal, oppor-
tunity, and sociocultural perceptions compatible with
entrepreneurship (Fernandez et al. 2009).
Yet, in considering the impact of culture on entrepre-
neurs and their ventures, there is little understanding of
how culture might influence the entrepreneur’sreason-
ing and decision-making approaches (Corbett 2005;
Mitchell et al. 2002). Of particular interest in this realm
has been the cognitive logic employed by an entrepre-
neur when navigating the stages of the entrepreneurial
process (Dutta and Thornhill 2014). In her groundbreak-
ing work, Sarasvathy (2001) distinguished two cogni-
tive logics which represent different heuristic ap-
proaches to the creation of new ventures—effectuation
and causation. Subsequently, numerous scholars have
contributed conceptual arguments, qualitative studies,
and longitudinal works to an emerging stream of re-
search (e.g., Arend et al. 2015; Eijdenberg et al. 2015;
Politis et al. 2012; Smolka et al. 2016). With the intro-
duction of validated scales for measuring these cogni-
tive logics (Chandler et al. 2011), scholars have been
able to empirically explore a range of questions sur-
rounding effectuation and the entrepreneurial process
(e.g., Mthanti and Urban 2014; Smolka et al. 2016).
While a few studies have investigated the performance
implications of an entrepreneur’s reliance on causal
versus effectual logic, such studies reveal a positive
relationship between both logics of action—causation
Small Bus Econ (2017) 49:711–715
The online version of the original article can be found at http://dx.
A. Laskovaia (*)
M. H. Morris
Graduate School of Management, St. Petersburg University, 3
Volkhovsky pereulok, St. Petersburg 199004, Russia
M. H. Morris
M. H. Morris
Warrington College of Business Administration, University of
Florida, Gainesville, FL 32611, USA