Abstract

In this research, we focus on the individuals and their first time strategy development. We focus on three specific strategic orientations that are highlighted in previous research and hold especial relevance in contexts of novelty, uncertainty and dynamism: the extent of prediction orientation, the risk vs. return orientation, and the orientation towards flexibility. We study whether the experiences of the individual founder (i.e. prior work experience in new firms and prior work experience in established organizations) and the environmental context (i.e. perceived environmental dynamism) impact these three strategic orientations of the nascent entrepreneurs. Moreover, we identify prominent combinations of strategic orientations (strategic orientation clusters) of the nascent entrepreneurs which we call strategy archetypes. Based on the longitudinal data we depict the stability of these dominant strategy archetypes.

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