Abstract
While templates may facilitate knowledge sharing within the base‐of‐the‐pyramid, it is often necessary for entrepreneurs to adapt the template for reasons of resource scarcity. We explore the role of social interaction in determining whether these adaptations are beneficial or detrimental. Our results suggest that interactions between the entrepreneur and technical experts who understand the ‘why’ behind each practice can result in improved performance while interactions with entrepreneurial peers can produce more varied results. Thus, the type of knowledge generated through social interaction plays a significant role in the degree to which adaptations to templates are principled versus presumptive in nature. Copyright © 2014 Strategic Management Society.
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