Measuring Emergence in the Dynamics of New Venture Creation

Abstract

This study explores the ways in which different modes of organizing change during the dynamic process of emergence of a startup. The dynamics of nascent entrepreneurship are examined in order to identify ways in which entrepreneurship scholars can assess the multi-layered dynamics of new venture creation. A longitudinal case study was developed using multiple sources of data,including both qualitative (32 interviews taken from 1998 to 2001) andquantitative data. Three different modes of organizing were determined inthe preliminary analysis: (1) vision (goals), (2) strategy (decisions), and (3) tactics (behavior). Each of these modes of organizing is described and themethods used to measure the dynamics of organizing within each mode arepresented. The findings show shifts within each of these modes, leading to a processdefined as an "emergence event." The internal sequence of theemergence event, which leads to a transformation in each type of organizing,was examined. The findings point to two generative mechanisms that interact totrigger and complete the emergence process: dialectical and teleological. The implications of the findings for further research on dynamic events are presented, as well assome of the limitations that the current study poses. (CBS)

Keywords: Firm dynamics, Organizational vision, Strategic orientation, Organizational change, Startups, Nascent entrepreneurs, Organizational goals, Management decisions, Organizational behavior