Abstract

Despite recent theoretical and empirical advances highlighting the importance of examining the temporally embedded nature of performance, one under explored area of entrepreneurship research is that we know little about when, for how long and even if business planning actually speeds venture outcomes. Does formal planning actually quicken venture creation? Are planners more likely to ‘fail fast’? Scholars also know little about when should planning be done: is business planning best done before, alongside or after other start up activities? Finally, how long should nascent entrepreneurs spend planning: at what point does analysis of a business opportunity end up paralyzing venture creation and disbandment outcomes?

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