How Do New Ventures Evolve? An Inductive Study of Archetype Changes in Science-Based Ventures

Tina C. Ambos () and Julian Birkinshaw ()
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Tina C. Ambos: Vienna University of Economics and Business, A-1090 Vienna, Austria
Julian Birkinshaw: London Business School, London NW1 4SA, United Kingdom

Organization Science, 2010, vol. 21, issue 6, 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 evolution; new venture; archetype; punctuated equilibrium (search for similar items in EconPapers)
Date: 2010
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Citations: View citations in EconPapers (27)

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Persistent link: https://EconPapers.repec.org/RePEc:inm:ororsc:v:21:y:2010:i:6:p:1125-1140

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