MARC Record from harvard_bibliographic_metadata

LEADER: 02363namaa2200325Ki 4500
001 013817827-5
005 20131101105440.0
008 131101s2013 maua b 000 0 eng d
035 0 $aocn861969734
040 $aHBS$erda$cHBS
100 1 $aZuzul, Tiona.
240 10 $aAmbiguity squared
245 14 $aThe downside of legitimacy building for a new firm in a nascent industry /$cTiona Zuzul, Amy C. Edmondson.
250 $a[Revised edition]
264 1 $a[Boston] :$bHarvard Business School,$c[2013]
300 $a46 pages, 2 unnumbered pages :$billustrations ;$c28 cm.
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
490 1 $aWorking paper / Harvard Business School ;$v11-099
500 $a"March 2011. (Revised October 2013.)"--Publisher's Web site.
500 $aRevised edition of Ambiguity squared: growing a new business in a nascent industry.
504 $aIncludes bibliographical references (pages 40-44).
520 $aThis paper explores how entrepreneurs' efforts to legitimate a firm and a nascent industry at the same time affect the internal development of the firm. We analyze qualitative data from a three-year study of a new firm in the nascent smart cities industry, and find that firm leaders engaged in a set of legitimation activities intended to help external stakeholders understand and appreciate the firm and its industry. Our analysis uncovers three unintended cognitive consequences of legitimation activities for firm employees--constrained attention, overconfidence, and identity commitments--that affected the firm's ability to learn: that is, to attend to, reflect on, and dynamically respond to information and changes in its environment. Our longitudinal research thus reveals a downside of legitimacy building, contributes to the literature on behavioral strategy, and highlights unique challenges of starting a new firm in a nascent industry. Further, by identifying the mechanisms through which legitimation activities affect learning, we develop actionable propositions to help leaders and entrepreneurs manage the tension between the two sets of activities.
700 1 $aEdmondson, Amy C.
710 2 $aHarvard Business School.
830 0 $aWorking paper (Harvard Business School) ;$v11-099.
988 $a20131101
049 $aHBSM
906 $0MH