{"title":"Exploring the coevolution of entrepreneurial ecosystems and institutional entrepreneurship: The case of sustainable entrepreneurship","authors":"Alice Carle, Thierry Rayna","doi":"10.1111/caim.12632","DOIUrl":null,"url":null,"abstract":"<p>While the literature has emphasized that sustainable entrepreneurs have to carry out institutional entrepreneurship against their own adverse environment, we still know little about entrepreneurs' perception of their entrepreneurial ecosystem and how its evolution might influence the need for institutional entrepreneurship. We address this gap by combining multiple data sources, used through an in-depth case study of four Parisian sustainable startups, two founded in the 2010s and two founded in the 2020s. Results indicate that the entrepreneurial ecosystem was considered hostile for sustainable startups in the 2010s, which led entrepreneurs to conduct rather isolated institutional entrepreneurship. While influencing their entrepreneurial ecosystem towards sustainability, they opened opportunities for similar new entrants, who now face fewer difficulties. However, sustainable entrepreneurs still act as institutional entrepreneurs in a favourable environment, beyond the sole interest of their startup. This qualitative study emphasizes sustainable entrepreneurship's challenges with respect to each component of their entrepreneurial ecosystem according to their context.</p>","PeriodicalId":47923,"journal":{"name":"Creativity and Innovation Management","volume":"34 1","pages":"180-196"},"PeriodicalIF":3.7000,"publicationDate":"2024-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/caim.12632","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Creativity and Innovation Management","FirstCategoryId":"91","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1111/caim.12632","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 0
Abstract
While the literature has emphasized that sustainable entrepreneurs have to carry out institutional entrepreneurship against their own adverse environment, we still know little about entrepreneurs' perception of their entrepreneurial ecosystem and how its evolution might influence the need for institutional entrepreneurship. We address this gap by combining multiple data sources, used through an in-depth case study of four Parisian sustainable startups, two founded in the 2010s and two founded in the 2020s. Results indicate that the entrepreneurial ecosystem was considered hostile for sustainable startups in the 2010s, which led entrepreneurs to conduct rather isolated institutional entrepreneurship. While influencing their entrepreneurial ecosystem towards sustainability, they opened opportunities for similar new entrants, who now face fewer difficulties. However, sustainable entrepreneurs still act as institutional entrepreneurs in a favourable environment, beyond the sole interest of their startup. This qualitative study emphasizes sustainable entrepreneurship's challenges with respect to each component of their entrepreneurial ecosystem according to their context.
期刊介绍：
Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.
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