What founders in developing countries learn about organizing microenterprise growth

Research output: Contribution to conferencePaperResearchpeer-review

Standard

What founders in developing countries learn about organizing microenterprise growth. / Pötz, Katharina Anna; Hjortsø, Carsten Nico Portefée.

2015. Paper presented at The 75th Annual Meeting of the Academy of Management, Vancouver, British Columbia, Canada.

Research output: Contribution to conferencePaperResearchpeer-review

Harvard

Pötz, KA & Hjortsø, CNP 2015, 'What founders in developing countries learn about organizing microenterprise growth' Paper presented at, Vancouver, British Columbia, Canada, 07/08/2015 - 11/08/2015, .

APA

Pötz, K. A., & Hjortsø, C. N. P. (2015). What founders in developing countries learn about organizing microenterprise growth. Paper presented at The 75th Annual Meeting of the Academy of Management, Vancouver, British Columbia, Canada.

Vancouver

Pötz KA, Hjortsø CNP. What founders in developing countries learn about organizing microenterprise growth. 2015. Paper presented at The 75th Annual Meeting of the Academy of Management, Vancouver, British Columbia, Canada.

Author

Pötz, Katharina Anna ; Hjortsø, Carsten Nico Portefée. / What founders in developing countries learn about organizing microenterprise growth. Paper presented at The 75th Annual Meeting of the Academy of Management, Vancouver, British Columbia, Canada.40 p.

Bibtex

@conference{07ed183d3bf5426389c10444868c51ff,
title = "What founders in developing countries learn about organizing microenterprise growth",
abstract = "Entrepreneurship holds significant potential for advancing developing countries but there is increasing recognition that these effects will not only depend on easing capital constraints and institutional support but also on entrepreneurial talent and learning. Based on analyzing nine case studies of microenterprise growth in Tanzania, this study therefore investigates what microenterprise founders learn about effective resource orchestration (RO) from organizational process experience. Our findings suggest that they first learn to orchestrate relatively simple and informal ‘micro-programs’ for gathering resources. Only upon organizational growth, they experience an internal ‘organizing shock’ that draws their attention to more effective RO. However, due to environmental conditions, this experience can take place comparably late in the growth process, thereby increasing the chances of unnecessary and costly organizational failure. In this regard, we find that only those founders that rapidly make sense of ineffective processes, gain management knowledge from different sources, and devote time and energy to managerial tasks, manage to sustain organizational growth by learning to make ‘fixes’ for internal problems and diversify more strategically. The findings lead to a set of propositions about founders’ learning from organization process experience in opportunity-rich, growth-constrained environments, and are integrated into a framework for microenterprise growth.",
keywords = "LIFE, Business and management , Blueprints, Entrepreneurship, Learning, Organzational processes, Africa",
author = "P{\"o}tz, {Katharina Anna} and Hjorts{\o}, {Carsten Nico Portef{\'e}e}",
note = "Best Paper Proceedings; null ; Conference date: 07-08-2015 Through 11-08-2015",
year = "2015",
language = "English",

}

RIS

TY - CONF

T1 - What founders in developing countries learn about organizing microenterprise growth

AU - Pötz, Katharina Anna

AU - Hjortsø, Carsten Nico Portefée

N1 - Best Paper Proceedings

PY - 2015

Y1 - 2015

N2 - Entrepreneurship holds significant potential for advancing developing countries but there is increasing recognition that these effects will not only depend on easing capital constraints and institutional support but also on entrepreneurial talent and learning. Based on analyzing nine case studies of microenterprise growth in Tanzania, this study therefore investigates what microenterprise founders learn about effective resource orchestration (RO) from organizational process experience. Our findings suggest that they first learn to orchestrate relatively simple and informal ‘micro-programs’ for gathering resources. Only upon organizational growth, they experience an internal ‘organizing shock’ that draws their attention to more effective RO. However, due to environmental conditions, this experience can take place comparably late in the growth process, thereby increasing the chances of unnecessary and costly organizational failure. In this regard, we find that only those founders that rapidly make sense of ineffective processes, gain management knowledge from different sources, and devote time and energy to managerial tasks, manage to sustain organizational growth by learning to make ‘fixes’ for internal problems and diversify more strategically. The findings lead to a set of propositions about founders’ learning from organization process experience in opportunity-rich, growth-constrained environments, and are integrated into a framework for microenterprise growth.

AB - Entrepreneurship holds significant potential for advancing developing countries but there is increasing recognition that these effects will not only depend on easing capital constraints and institutional support but also on entrepreneurial talent and learning. Based on analyzing nine case studies of microenterprise growth in Tanzania, this study therefore investigates what microenterprise founders learn about effective resource orchestration (RO) from organizational process experience. Our findings suggest that they first learn to orchestrate relatively simple and informal ‘micro-programs’ for gathering resources. Only upon organizational growth, they experience an internal ‘organizing shock’ that draws their attention to more effective RO. However, due to environmental conditions, this experience can take place comparably late in the growth process, thereby increasing the chances of unnecessary and costly organizational failure. In this regard, we find that only those founders that rapidly make sense of ineffective processes, gain management knowledge from different sources, and devote time and energy to managerial tasks, manage to sustain organizational growth by learning to make ‘fixes’ for internal problems and diversify more strategically. The findings lead to a set of propositions about founders’ learning from organization process experience in opportunity-rich, growth-constrained environments, and are integrated into a framework for microenterprise growth.

KW - LIFE

KW - Business and management

KW - Blueprints

KW - Entrepreneurship

KW - Learning

KW - Organzational processes

KW - Africa

M3 - Paper

ER -

ID: 143214216