Abstract
How entrepreneurial firms can enhance the level of exploratory and exploitative improvisation in a balanced manner to enhance organizational dynamics has become an important research topic. Current research on the triggers of duality entrepreneurial improvisation has just started, exploring mainly abstract characteristic variables, and has not paid attention to the impact of entrepreneurs’ daily behaviors. In order to make up for the shortcomings of current research, the research goal of this paper is to construct a triggering model of entrepreneurs’ improvisation based on the research of entrepreneurs’ daily behaviors and then to evaluate the influence of the improvisational behavior trigger patterns. Based on the paradoxical and theoretical perspective of duality, a structured observation method is used to explore which behavioral patterns of entrepreneurs tend to trigger dual improvisational behaviors in themselves, their teams, and their organizations. After observing and recording the creators and collecting phenomenal data, six entrepreneurial behavior patterns containing 39 specific operational behaviors have been extracted from the phenomenal data by drawing on the rooted theory approach. In addition, the influence of entrepreneurial patterns is evaluated and ranked using the pairwise hesitant fuzzy set evaluation method. This study reveals the relationship between entrepreneurs’ daily behaviors and dyadic entrepreneurial improvisation at the operational level and provides guiding plans for entrepreneurs to improve their own and their organizations’ improvisation levels.
Highlights
Entrepreneurial improvisation refers to a highly integrated pattern of behavior in which entrepreneurs and entrepreneurial teams rapidly reconfigure, integrate, and utilize resources at hand in response to the complex and changing environments, spontaneous and creative handling of unexpected events, and continuous change to maintain business competitiveness
Scholars have found that the action logic of entrepreneurial improvisation should follow the law of duality and quickly searching for new resources and ideas; the latter aims at sustaining the process and condensing existing resources on the spot to provide solutions; over-intensifying one behavior may result in negative performance impacts [3, 4]
Is question aims to uncover the microreasons behind the occurrence of two kinds of improvisation, i.e., the daily trigger behaviors of entrepreneurs. e theoretical basis for such a hypothesis is the paradoxical theory of individual duality. is theory suggests that the executive is the dominant mechanism driving organizational duality and that this mechanism stems from the executive’s deep perception of what is paradoxical, which gives him/her the ability to take subsequent actions to differentiate and integrate processing. us, this study proposes that entrepreneurs are able to handle the duality paradox properly and trigger exploratory and exploitative improvisational behaviors in themselves, their teams, and their organizations in a balanced manner through a series of daily entrepreneurial behaviors
Summary
Entrepreneurial improvisation refers to a highly integrated pattern of behavior in which entrepreneurs and entrepreneurial teams rapidly reconfigure, integrate, and utilize resources at hand in response to the complex and changing environments, spontaneous and creative handling of unexpected events, and continuous change to maintain business competitiveness. Scholars have found that the action logic of entrepreneurial improvisation should follow the law of duality and quickly searching for new resources and ideas; the latter aims at sustaining the process and condensing existing resources on the spot to provide solutions; over-intensifying one behavior may result in negative performance impacts [3, 4]. As stated by scholars such as Boumgarden [7], exploration and exploitative behaviors show complementary patterns in entrepreneurial activities, enabling routine and creative activities to go hand in hand
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