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WELCOME!
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Innovation and Collaboration: A New Approach for Supporting
the Theory and Practice of Entrepreneurship
USASBE 2013 What's New, What Works: In the Classroom and on the Street
San Francisco, California - January 10 - 13, 2013
Steve Wallis, [email protected]
Noah Harris, MAShamana Consulting, [email protected]
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AGENDAIntroductions (who are we and why are we here?)Integrative Propositional Analysis (IPA) – (a new way to improve & test models)Activity – Use IPA to integrate and test modelsDiscussion – academic/practitioner challenge – creating a better model togetherConsortial benchmarking – brief overview & next steps
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Definition of a Model
A model (conceptual construct) is a set of interrelated propositions.
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A Model by Any Other Name
LensMapMetaphorStoryDiagramNarrativeSet of axioms
TheoryEthicsPolicyMental modelSchemaMind mapAssumptions
These are all names for a conceptual construct that is useful for engaging the
world.
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One Very Simple (very difficult)
IdeaCreating a good model has TWO requirements:
1 – External correspondence (reality-to-concept)
2 – Internal coherence (concept-to-concept)
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AGENDAIntroductions (who are we and why are we here?)Integrative Propositional Analysis (IPA) – (a new way to improve & test models)Activity – Use IPA to integrate and test modelsDiscussion – academic/practitioner challenge – creating a better model togetherConsortial benchmarking – brief overview & next steps
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Integrative Propositional Analysis
1. Identify propositions within one or more theoretical models.
2. Diagram those propositions with one box for each concept and arrows indicating directions of causal effects
3. Find linkages between causal concepts and resultant concepts between all propositions
4. Identify the total number of concepts 5. Identify concatenated concepts 6. Divide the number of concatenated concepts
by the total number of concepts in the model
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IPA – Step 1 Identify propositions
within one or more models.
For Example:
When there is more entrepreneurial risk-taking, the firm will exhibit enhanced performance.
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IPA – Step 2 Diagram propositions
•one box for each concept
•arrows indicating directions of causal effects
“Concept A” More entrepreneurial risk taking
“Concept B” Better firm performance
Proposition #1
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IPA – Step 3 Find linkages between
causal concepts and resultant concepts
A B C
P #1 P #2
B
OR
A CB
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IPA – Step 4Identify the total
number of concepts
A B C
Total Number of Concepts = 3
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IPA – Step 5Identify concatenated
concepts
A B C
Number of Concatenated Concepts = 1
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IPA – Step 6 Divide the number of
concatenated concepts by the total number of concepts in the
model
Total Number of Concepts = 3
Number of Concatenated Concepts = 1
Robustness = 0.33 (result of one divided by three)
A B C
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Pop-quiz #1 …Holmes, T. J., & Schmitz Jr, J. A. (1990). A theory of entrepreneurship and its application to the study of
business transfers. Journal of Political Economy, 98(2), 265-294.
[partial model]
Total number of concepts = Number of concatenated concepts = Robustness =
More pursuit of opportunity (entrepreneurial task)
More new product created (new business forms)
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Pop-quiz #2 …Montanye, J. A. (2006). Entrepreneurship. The independent
review, 10(4), 547-571.
Total number of concepts = Number of concatenated concepts = Robustness =
More creation and capture of economic rents in face of uncertainty and scarcity
More rewards above equilibrium level
More living better than others
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Pop-quiz #3 …Acs, Z. J., Braunerhjelm, P., Audretsch, D. B., & Carlsson, B.
(2009). The knowledge spillover theory of entrepreneurship. Small Business Economics, 32, 15-30.
Total number of concepts = Number of concatenated concepts = Robustness =
More stock of knowledge
Less efficient use of R&D by incumbents
Less regulation administrative barriers, government intervention in the market
More entrepreneurship
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Comparing Models
Model Structure Complexity
Holmes, T. J., & Schmitz Jr, J. A. (1990) R = 0.0 C = 2
Acs, Z. J., Braunerhjelm, P., Audretsch, D. B., &
Carlsson, B. (2009) R = 0.0 C = 3
Montanye, J. A. (2006) R = 0.25 C = 4
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Example of integration…Holmes & Schmitz”A theory of entrepreneurship and its application to the study of business transfers.”
More Modernization
Less equilibrium
More opportunities for developing new products
More economic growth
Less equilibrium
More opportunities for developing new products
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Integrating the two propositions…
More Modernization
More economic growth
Less equilibrium
More opportunities for developing new products
Total number of concepts = Number of concatenated concepts = Robustness =
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AGENDAIntroductions (who are we and why are we here?)Integrative Propositional Analysis (IPA) – (a new way to improve & test models)Activity – Use IPA to integrate and test modelsDiscussion – academic/practitioner challenge – creating a better model togetherConsortial benchmarking – brief overview & next steps
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Integrating Three Models (see handout)
Total number of concepts = Number of concatenated concepts = Robustness =
More stock of knowledge
Less efficient use of R&D by incumbents
Less regulation administrative barriers, government intervention in the market
More entrepreneurship
More creation and capture of economic rents in face of uncertainty and scarcity
More rewards above equilibrium level
More living better than others
More pursuit of opportunity (entrepreneurial task)
More new product created (new business forms)
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The Integration Game
Work solo or in group (as convenient)Examine handoutsIdentify where models might overlapLink them togetherPrepare to share your results and insights
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AGENDAIntroductions (who are we and why are we here?)Integrative Propositional Analysis (IPA) – (a new way to improve & test models)Activity – Use IPA to integrate and test modelsDiscussion – academic/practitioner challenge – creating a better model togetherConsortial benchmarking – brief overview & next steps
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Resulting Model…
Is more Complex (greater breadth)?Is more Robust (more likely to be effective in practice?Creates opportunities for research?Suggests directions for practice?
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AGENDAIntroductions (who are we and why are we here?)Integrative Propositional Analysis (IPA) – (a new way to improve & test models)Activity – Use IPA to integrate and test modelsDiscussion – academic/practitioner challenge – creating a better model togetherConsortial Benchmarking – brief overview & next steps
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Consortial Benchmarking (CB)
What is it? Collaborative form of Researcher-Practitioner investigation of “best practice” firms re: a specific research question.)Purpose – Enhance rigor & relevance in collaborative researchBrief History - American Productivity & Quality Center process benchmarking work influences, key proponents Schiele & Krummaker
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CB Process
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CB, Rigor & RelevanceAppropriate Operational Measures
Strong Relationship Identification
Generalizability
Reliability/Replicability
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CB vs. Multi-Case StudiesPractitioners as Co-Researchers – Accesses both knowledge-practice basesTeam-Based – Member, Perspective, Experience & Competency DiversityMultiple Evidence Sources – Analyst, Perspective & Data TriangulationBest “Practice” (Pattern) Focus – Industry Tourism PreventionCritical Discourse – Constructive Researcher-Practitioner Discourse/Dialogue
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CB Challenges & Suitability
Complexity – Research ApproachResource Intensity – Time, Analysis, Discussions, etc.Potential Practical Issues – Member/Best Practice Firm Competition, Team-Based ChallengesBest for High Priority Researcher-Practitioner Topics
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To Conclude…IPA provides an innovative and rigorous tool for integrating and evaluating models based on logical structure
Using IPA, we can develop better academic models
CB provides an innovative and useful process for sharing knowledge
Using CB, we can share and improve upon best practices for supporting entrepreneurs
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MANY THANKSWe look forward to
collaborating with YOU!
USASBE 2013 What's New, What Works: In the Classroom and on the Street
San Francisco, California - January 10 - 13, 2013
Steve Wallis, [email protected]
Noah Harris, MAShamana Consulting, [email protected]
