Exploring effectuation in early-stage ventures using the C-K design theory

Paper in proceeding, 2013

We have little understanding of why and how entrepreneurs sometimes continue to innovate within their ventures. The discovery perspective within entrepreneurship assumes a relatively linear and casual logic, once an initial business or product opportunity is identified. However, recent entrepreneurial decision making theory around effectuation emphasizes a logic of design as a means for determining future action. To date this logic has not been studied through innovation design theory lenses. The purpose of this article is therefore to explore how nascent technology ventures continue to behave entrepreneurially post conceptualization. The C-K (Concept-Knowledge) design theory is used to illustrate series of enacted decisions in four technology venture cases. The cases show how the ventures change direction based on deliberate and designed actions, resulting not only in more innovative opportunities but also allowing the ventures to become more robust and thus adaptable to change. The article adds insight to how effectuation is carried out as a logic of design.