Table of Contents

Handbook of Research on New Venture Creation

Handbook of Research on New Venture Creation

Elgar original reference

Edited by Kevin Hindle and Kim Klyver

This comprehensive Handbook provides an essential analysis of new venture creation research. The eminent contributors critically discuss and explore the current literature as well as suggest improvements to the field. They reveal a strong sense of both the ‘state-of-the-art’ (what has and has not been done in new venture creation research) and the ‘state-of-the-could-be’ (future directions the field should take to improve knowledge). The Handbook comprises nineteen chapters divided into four main sections: setting the agenda; theoretical perspectives; data and measurements; and new venture creation through contextual lenses.

Chapter 8: Modelling the Innovative New Venturing Process in Terms of Dialectical Systemic Thinking

Matja Mulej and Miroslav Rebernik

Subjects: business and management, entrepreneurship


Matjaž Mulej and Miroslav Rebernik INTRODUCTION Not all innovation processes require the creation of a new venture. Not all new venture creation is based on the introduction and dissemination of an innovation. This chapter concerns the situation where actors consciously choose to introduce an innovation by means of creating a new venture so that the two activities are intricately intertwined. For this situation we will contribute a systems theory perspective in order to point to the need for creative cooperation of different disciplines, so that they would better use their capabilities by making synergies among several of them. We will set out the dialectical system, which means a synergy or system of all crucial viewpoints and helps thinkers, decision makers and other actors attain the requisite holism. How important requisite holism is in the issue of new venture creation becomes clear when we observe the difficulty of venture survival (Shepherd et al. 2000; Delmar and Shane 2004; Rebernik et al. 2008; Širec and Rebernik 2009). The chapter is organized as follows. We first provide a brief summary of the holistic focus of systems thinking. We next provide a closer focus on dialectical systems thinking and the related law of requisite holism/realism. Then we apply dialectical systems thinking and the law of requisite holism to innovative new venture creation, which results in the articulation of a four-stage process model. We conclude that Mulej’s dialectical systems theory offers a helpful conceptual and practical approach to the creation of new ventures based on...

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