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Edited by J. Robert Mitchell, Ronald K. Mitchell and Brandon Randolph-Seng

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Edited by J. Robert Mitchell, Ronald K. Mitchell and Brandon Randolph-Seng

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Edited by J. Robert Mitchell, Ronald K. Mitchell and Brandon Randolph-Seng

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Edited by J. Robert Mitchell, Ronald K. Mitchell and Brandon Randolph-Seng

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Edited by J. Robert Mitchell, Ronald K. Mitchell and Brandon Randolph-Seng

Entrepreneurial cognition research is at a crossroads, where static views give way to dynamic approaches. This Handbook draws on a variety of perspectives from experts in the field of entrepreneurial cognition to highlight the key elements in a socially-situated view, where cognition is action-oriented embodied, socially-situated, and distributed. Readers seeking to better understand and/or participate in some of the most up-to-date approaches to entrepreneurial cognition research will find this Handbook to be an invaluable and time-saving companion in their research.
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J. Robert Mitchell and Dean A. Shepherd

While research in entrepreneurship continues to increase general understanding of the opportunity-recognition process, questions about its nature nonetheless persist. In this study, we seek to complement recent research that relates “the self” to the opportunity-recognition process by deepening understanding of the self vis-à-vis this process.We do this by drawing on the self representation literature and the decision-making literature to introduce two distinct types of images of self: images of vulnerability and images of capability. In a study of 1936 decisions about hypothetical entrepreneurial opportunities made by 121 executives of technology firms, we then investigate how both types of images of self affect the images of opportunities that underlie opportunity recognition. Our results indicate that both images of self – vulnerability and capability – impact one's images of opportunity.
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J. Robert Mitchell and Dean A. Shepherd

In strategic opportunity pursuit, decision incongruence (the gap between the decision-making rationale that an individual conveys to others and the rationale that informs his/her actual decisions) can lead to difficulties achieving the commitment necessary to grow a venture. To understand why some individuals have greater decision incongruence in strategic opportunity pursuit than others, we conducted a field experiment to test how a configuration of theoretically-based capability-building mechanisms—codification, general human capital, and specific human capital—affected 127 CEOs’ decision incongruence. The results indicate that codification decreases decision incongruence the most for CEOs with low general but high specific human capital.
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J Robert. Mitchell and Dean A. Shepherd

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Ronald K. Mitchell, J. Robert Mitchell, Miles A. Zachary and Michael R. Ryan