Abstract

Venture-creating routines enable organizations to become serial entrepreneurs. Using organizational ethnography, we study how one such organization, a company builder, which is repeatedly creating new ventures uses a set of venture-creating routines. Since existing concepts of serial entrepreneurship focus on founding actions of individuals or teams and do not fully capture the organizational dimension, we use the insights from this single case to develop a framework that renders the company-building process as one being (re)shaped by organizational venture-creating routines.

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