Entrepreneurship as a design journey
This is a new line of research into entrepreneurship as an artificial phenomenon. The paper below scopes a design science of entrepreneurship, focused on the enactment of entrepreneurial purpose
Dimov, D. 2016. Towards a design science of entrepreneurship. In A.C. Corbett and J.A. Katz (Eds.) Advances in Entrepreneurship, Firm Emergence and Growth: Models of Start-up Thinking and Action. Emerald Press. (download)
Exploring the unfolding and unpredictability of the entrepreneurial journey, the paper below looks at the thorny questions that arise from studying entrepreneurship as a process.
McMullen, J.S. and Dimov, D. 2013. Time and the entrepreneurial journey: The problems and promise of studying entrepreneurship as a process. Journal of Management Studies, 50(8): 1481-1512. (download)
The nature and development of entrepreneurial opportunities
When we hear stories of successful entrepreneurs, we have a natural tendency to attribute “how it all began” to a single person, with a single, visionary insight. But retrospective accounts of successful endeavors tend to instill an aura of inevitability that is never evident when we consider the merits of new ideas. This asymmetry between explaining the past and anticipating the future has important implications for the science that can be built around understanding opportunities. In two papers (Dimov, 2007b; 2011) I reflect on the unfolding nature of entrepreneurial opportunities, from initial ideas that simply happen to a set of viable market exchanges.
Dimov, D. 2011. Grappling with the unbearable elusiveness of entrepreneurial opportunities. Entrepreneurship Theory and Practice, 35(1): 57-81. (download)
Dimov, D. 2007b. Beyond the single person, single insight attribution in understanding entrepreneurial opportunities. Entrepreneurship Theory and Practice, 31(5): 713-731. (download)
In the paper below (Dimov, 2007a), I seek to shed light on what makes business ideas that occur to us more likely to inspire entrepreneurial action. In an experimental setting, I show that there needs to be an optimal combination of what aspiring entrepreneurs know about the business domain, how they learn, and how their idea comes about.
Dimov, D. 2007a. From opportunity insight to opportunity intention: The importance of person-situation learning match. Entrepreneurship Theory and Practice, 31(4): 561-583. (download)
In another paper (Dimov, 2010), I examine what happens to entrepreneurs who set out to pursue their ideas. I show that over time, these ideas may continue to excite or lose their luster entirely. The entrepreneurs’ experience and planning activities can prove valuable for reaching two different milestones of success: developing the ideas that have promise into viable ventures and abandoning the ideas that lack promise.
Dimov, D. 2010. Nascent entrepreneurs and venture emergence: Opportunity confidence, human capital, and early planning. Journal of Management Studies, 47(6): 1123-1153. (download)