Abstract
Although some studies have addressed circumstances under which effectual or causal actions yield better venture performance, until now, there are still unanswered questions about whether entrepreneurs can cognitively recognize when effectual/causal actions are likely to yield better performance and execute them. In this research, we utilize a contingency theory lens to address this question for different levels of product/service disruptiveness. Based on a sample of 200 entrepreneurs in Canada, we study the effect of openness to change and ambition on the ventures’ capability of choosing and fulfilling the best course of action (effectuation vs causation) at different levels of product/service disruptiveness.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
