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How do new ventures evolve? an inductive study of archetype changes in science-based ventures

Birkinshaw, Julian
Published in Organization Science. 2010, vol. 21, no. 6, p. 1125-1140
Abstract This paper presents a process study on the evolution of new ventures. We adopt the theoretical lens of “archetypes,” which allows us to take a holistic perspective on new venture evolution and to provide rich insights into the interdependencies between the multiple contributory factors that shape the evolutionary process. Our analysis identifies three distinct “venture archetypes,” which typically emphasize one focal area of a business, and it sheds light on the sequencing of these archetypes. We show how the case ventures go through interarchetype transitions, which are triggered by collective cognitive dissonance between the venture leaders' understanding of the old interpretive scheme and the emerging reality and are resolved through internal negotiations. The research provides insights into new venture evolution, the theory of organizational archetypes,and punctuated equilibrium perspectives on organizational change.
Keywords Organizational evolutionNew ventureArchetypePunctuated equilibrium
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AMBOS, Tina, BIRKINSHAW, Julian. How do new ventures evolve? an inductive study of archetype changes in science-based ventures. In: Organization Science, 2010, vol. 21, n° 6, p. 1125-1140. doi: 10.1287/orsc.1090.0504 https://archive-ouverte.unige.ch/unige:97129

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Deposited on : 2017-09-27

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