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Keating, Andrew
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Keating, Andrew
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Keating, Andrew
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- PublicationRiding the Practice Waves: Social Resourcing Practices During New Venture DevelopmentThis paper investigates how early venture entrepreneurs engage in socially embedded practices to resource their firm. We contribute to an emerging literature that calls for a shift in perspective from “resource” as an object to “resourcing” as a practice. This shift entails a focus away from whom entrepreneurs know toward how they engage with their venture's social contexts. Through the analysis of an in-depth longitudinal case study of a life-science venture, we show that social resourcing practices are more reminiscent of a creative coping with ambiguous and ever-changing environments over time than of “heroic” strategizing. We explore how entrepreneurs mobilize and creatively combine their social resources at hand, seek resources through engaging with other practice nets, negotiate differences between practice nets, and reflectively adapt their resourcing practices toward emerging resource contexts in ways that we describe as “riding the practice waves” of social resourcing.
1331Scopus© Citations 82 - PublicationThe Demise of a Rising Social Enterprise for Persons With Disabilities: The Ethics and the Uncertainty of Pure Effectual Logic When Scaling UpHow does a social enterprise pursue its ethical mandate of social impact growth while navigating the perils of the most vulnerable stage in a venture’s life—scaling up? We observe a small inclusivity social enterprise attempting to scale up rapidly to create equality for people with disabilities throughout the world. Our embedded, ethnographic study is terminated with the venture’s unfortunate demise after their dramatic effort to scale up failed. By examining scaling decision-making and conflicts around creation reasoning longitudinally, our study identifies over-use of effectual logic—a creation reasoning type considered more ethical and more appropriate for high-innovativeness contexts than causal logic—as a major factor in the venture’s failure. From this insight, we extend the parameters of effectuation theory to scaling up and dimensionalize its ethical implications. Guidance for social entrepreneurs to scale up successfully while maintaining ethical integrity is also provided.
28Scopus© Citations 1