In recent years, entrepreneurship scholars have taken an interest in founders’ identity as a factor explaining variation in the goals and strategies employed in new ventures. The starting point for our study was the question, how does culture influence founders’ identity? What emerged from this in-depth, qualitative inductive study is the concept of identity‒society (mis)alignment. This largely determines whether the entrepreneur adopts a primarily economic logic, therefore reproducing existing social structures in the venture’s operations, or whether she adopts an aim to defy and change existing norms and structures with her product or in the way she runs her venture.
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When time is of the essence and teams face unexpected contextual changes, they must adapt quickly, sometimes even in real time, that is, they may have to improvise. This paper adopts an inductive approach to explore how teams decide to engage in improvised adaptation, and what happens during those processes for improvisation to be successful. The study analyzes improvisation from the perspective of paradox
theory and identifies six paradoxical tensions driven by these contexts: deployment, development, temporal, procedural, structural, and behavioral tensions. We propose a dynamic equilibrium model of team improvised adaptation that leads to team plasticity.
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- Innovation Management