Entrepreneurs traditionally use “learning-by-doing” and “learning-by-thinking” as alternative approaches to iteratively build business models for their new ventures. However, both approaches face criticism in how they address novelty and uncertainty, which are crucial to successful entrepreneurship. While generative AI (GenAI) is increasingly used in entrepreneurial tasks, the practices through which it becomes a learning resource for entrepreneurs remain unexplored. Based on a qualitative study, we present a process model that illustrates how entrepreneurs incorporate GenAI into business model design through five resourcing practices. These practices transform GenAI into a valuable resource for facilitating learning during the design process. This approach, which we term “learning-by-conversing,” introduces a generative startup methodology to complement the lean startup model. We distinguish two modes of learning by conversing—reflexive learning and confirmatory learning—based on how novice and experienced entrepreneurs engage with it. By proposing a learning approach that integrates GenAI with entrepreneurial efforts, we bridge the “thinking” versus “doing” debate in business model generation and deepen our understanding of GenAI's role in entrepreneurship.
Lindelid, Lidia & Nair, Sujith (2024)
Trading wage jobs for dreams: the interplay between entry modes into self-employment and the duration of subsequent self-employment stints
Purpose Wage employees enter self-employment either directly or in a staged manner and may subsequently undertake multiple stints at self-employment. Extant research on the relationship between entry modes and the persistence and outcomes of self-employment is inconclusive. This study investigates the relationship between wage employees’ initial mode of entry into self-employment and the duration of the subsequent first two stints of self-employment. Design/methodology/approach This study used a matched longitudinal sample of 9,550 employees who became majority owners of incorporated firms from 2005 to 2016. Findings The findings demonstrate that the initial mode of entry into self-employment matters for the first two stints at self-employment. Staged entry into self-employment was associated with a shorter first stint and became insignificant for the second stint. Staged entry into self-employment was positively related to the odds of becoming self-employed for the second time in the same firm. Originality/value Using a comprehensive and reliable dataset, the paper shifts focus from the aggregated onward journey of novice entrepreneurs (survival as the outcome) to the duration of their self-employment stints. By doing so, the paper offers insights into the process of becoming self-employed and the patterns associated with success/failure in entrepreneurship associated with self-employment duration.
As incumbents strive to collaborate with start-ups in the pursuit of cutting-edge digital solutions, the complexities posed by disparate partners and their innovative endeavours often lead to intricate tensions. Our research underscores the critical role of innovation intermediaries in enabling a successful digital co-creation, yet a deeper understanding of this novel and evolving context is required. Through a comprehensive study of two innovation intermediaries, five incumbent companies, and eleven start-ups, we shed light on how intermediaries can effectively mitigate the hard-to-manage tensions that emerge. Our analysis uncovers three primary tensions: incompatible digital co-creation cultures, divergent digital innovation operations, and misaligned technical capabilities. We further propose a four-phase process for innovation intermediation, including the establishment of digital co-creation foundations, catalysing digital innovation projects, orchestrating the co-creation process, and scaling the resulting outcomes.
Nair, Sujith; Gaim, Medhanie & Dimov, Dimo (2022)
Toward the emergence of entrepreneurial opportunities: Organizing early-phase new venture creation support systems
How Startups Can Land a Second Meeting with a Corporate Partner
[Popular scientific article]. Harvard Business Review
For start-ups, even securing an initial meeting with a corporation can be tough — let alone establishing a partnership. To understand what works, the authors attended 150 one-on-one meetings between start-ups and corporations such as IBM, Sony, SAAB, L’Oréal, Scania, Toyota, and AstraZeneca. Our observations helped identify five best practices to help start-ups generate corporate interest in collaborating after the meeting: 1) Have clear but flexible goals; 2) Address existing problems and needs; 3) Address ease of integration and collaboration; 4) Present use cases and new value propositions; and 5) Assemble the right team.