Entrepreneurial Ideation and Organizational Performance: Imprinting Effects

44 Pages Posted: 6 Jan 2014  

Charles E. Eesley

Stanford University - Management Science & Engineering

David H. Hsu

University of Pennsylvania - Management Department

Edward B. Roberts

Founder/Chair, Martin Trust Center for MIT Entrepreneurship

Date Written: January 6, 2014

Abstract

How does the relationship between the organizational context for venture idea formation and venture performance depend on the venture’s founding team and business environment? Using data from a survey of 2,067 firms, we show that venture ideas emerging from research lab contexts are imprinted in a way that is better aligned with a cooperative commercialization environment. Ideas from industry contexts are aligned with a competitive commercialization environment. We contribute to prior work by showing that imprinting can come both from how a venture idea interacts with the business environment and how those ideas interact with the type of founder.

Keywords: entrepreneurship, imprinting, business environment, ideation, venture performance

Suggested Citation

Eesley, Charles E. and Hsu, David H. and Roberts, Edward B., Entrepreneurial Ideation and Organizational Performance: Imprinting Effects (January 6, 2014). Available at SSRN: https://ssrn.com/abstract=2375052 or http://dx.doi.org/10.2139/ssrn.2375052

Charles E. Eesley (Contact Author)

Stanford University - Management Science & Engineering ( email )

473 Via Ortega
Stanford, CA 94305-9025
United States
(740) 236-4653 (Phone)

HOME PAGE: http://www.stanford.edu/~cee

David H. Hsu

University of Pennsylvania - Management Department ( email )

The Wharton School
Philadelphia, PA 19104-6370
United States
215-746-0125 (Phone)
215-898-0401 (Fax)

Edward B. Roberts

Founder/Chair, Martin Trust Center for MIT Entrepreneurship ( email )

100 Main Street, E62-440
Cambridge, MA 02142
United States
617-253-4934 (Phone)
617-253-2660 (Fax)

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