![]() The quest for systematically understanding business creation activities and their relation to business emergence started in the early 1990s. 1): “The pervasive influence of founders on their firms and their dominance in making decisions make it possible to assume a high degree of equivalence between the individual and the organizational levels of analyses.” However, understanding the link between entrepreneurs’ actions and venture outcomes is challenging because it is not only entrepreneurs’ actions and strategies that determine the evolution of their ventures, but also the fit between what entrepreneurs do and the environment (Martinez et al., 2011). The importance of the entrepreneur in the development of ventures is underscored by the following quote from Frese, van Gelderen, and Ombach ( 2000, p. Understanding what entrepreneurs do and how their actions relate to successful new venture creation is therefore a central research topic in the field of entrepreneurship. ![]() From the development of new products and services to the marshaling of the necessary resources and hiring new employees, it is actions that give rise to new organizations (Bird & Schjoedt, 2009). Our study is intended to stimulate new theoretical developments and empirical research for a more comprehensive understanding of the relationship between actions and success.Įntrepreneurship is about actions based on promising business ideas and aspirations (Davidsson, 2015 McMullen & Shepherd, 2006). ![]() ![]() Based on our findings, we develop a six-point research agenda which recommends that future research should seek to understand why and how entrepreneurs take certain actions, and analyze the fit between the business opportunity pursued and the actions taken. We find that studies typically analyze “what” entrepreneurs do, but less often “when” and “how much” and rarely analyze “why,” “how,” and “what else” they do. To address this issue, we conduct a structured literature review of 59 articles. Though it is actions of entrepreneurs that give rise to new organizations, we still lack a comprehensive understanding of what entrepreneurs do that actually leads to venture success. Research linking the actions of entrepreneurs to the success of their venture is insufficient and can benefit from innovative research approaches. Also, applying alternative measurements and capturing a more complete picture of what entrepreneurs do when starting a business but also aside from their venturing efforts might contribute to a better understanding of the relationship to venture success. Specifically, we argue that future research should strive to understand the motives behind entrepreneurs’ actions, consider how entrepreneurs conduct activities, and what kind of business ideas they are working on. Based on our findings, we develop a six-point research agenda. The analysis reveals that studies typically analyze “what” entrepreneurs but less often “when” and “how much” and rarely “why,” “how,” and “what else” they do. In addition, we integrate the view of entrepreneurship as an evolutionary process. We analyze the “what,” the “how,” the “how much,” and the “when” of entrepreneurs’ actions that lead to venture success. More than half of the included articles are based on data from the Panel Study of Entrepreneurial Dynamics (PSED), but there are also important “stand-alone” studies. We define “actions” as discrete units of “doing” that can-potentially-be observed by others and “success” as firm-level success measured by firm status (e.g., firm survival) or performance (e.g., sales). To summarize existing research, we conduct a structured literature review including 59 empirical articles linking entrepreneurs’ behavior to venture success. However, a comprehensive understanding of what entrepreneurs do and what actually leads to venture success is currently lacking. It is the actions of entrepreneurs that give rise to new organizations.
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