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Opportunity Perceptions (opportunity + perception)
Selected AbstractsInformation Gathering and Changes in Threat and Opportunity Perceptions*JOURNAL OF MANAGEMENT STUDIES, Issue 3 2007Marc H. Anderson abstract Managers need to make sense of emerging strategic issues that could significantly impact their businesses. While models of this sensemaking process suggest that information gathering affects interpretations (which affect action and performance), researchers have argued that our understanding of the role of information in changing interpretations is underdeveloped. This paper investigates the role of the time managers spend searching for information and the diversity of the information they find in changing managers' perceptions that an equivocal, strategic issue represents a threat and opportunity for their businesses. The methodology involves a longitudinal research design in which managers recorded multiple, process-oriented measures of their information gathering activity. Results suggest that time spent searching for information leads to changes towards seeing the issue as more of a threat, while the diversity of information found leads to changes towards seeing it as less of a threat. We found no effect of information gathering on opportunity perceptions. [source] Risk perception and risky choice: Situational, informational and dispositional effectsASIAN JOURNAL OF SOCIAL PSYCHOLOGY, Issue 2 2003Xiao-Fei Xie We investigated how situational (gain,loss), informational (opportunity,threat framing) and dispositional (achievement motive and avoidance motive) variables affected opportunity,threat perception and risky choice in managerial decision-making contexts. In Study 1, the risk preference of the participants showed a reflection effect due to situational differences (gain or loss) and a partial framing effect caused by presenting the same choice information in terms of either opportunities or threats. However, both effects were in the opposite direction of predictions from prospect theory. Gains and positive framing enhanced risk-seeking preference whereas losses and negative framing augmented risk-averse preference. Risk-seeking choices were mediated by opportunity perception whereas risk-averse choices were mediated by threat perception. In Study 2, the participants high in achievement motive perceived greater opportunities in a negative situation, and the participants high in avoidance motive perceived greater threats in a positive situation, suggesting that ambition (achievement motive) operates more significantly in the face of adversities whereas cautiousness (avoidance motive) functions more significantly in prosperity. [source] The Impact of Environment and Entrepreneurial Perceptions on Venture-Creation Efforts: Bridging the Discovery and Creation Views of EntrepreneurshipENTREPRENEURSHIP THEORY AND PRACTICE, Issue 5 2010Linda Edelman Recent literature has highlighted two conflicting theories of entrepreneurship. In the "discovery" perspective, objective environmental conditions are considered to be the source of entrepreneurial opportunities and thus drivers of subsequent entrepreneurial action. The "creation" view, in contrast, is based on entrepreneurial perceptions and socio-cognitive enactment processes. While empirical studies have separately utilized each of these perspectives, few attempts have been made to integrate insights from both theories to empirically examine the interrelationships among environmental conditions, entrepreneurial perceptions, entrepreneurial action, and outcomes. In this article, we explicate the roles that both objective environmental conditions and entrepreneurial perceptions of opportunity and resource availability play in the process of firm creation. Utilizing longitudinal data on nascent entrepreneurs, we find that as hypothesized, entrepreneurs' opportunity perceptions mediate between objective characteristics of the environment and the entrepreneurs' efforts to start a new venture. Contrary to our expectations, we do not find a similar mediating effect for perceived resource availability. These findings have important implications for further theory development in entrepreneurship as well as for practice and education in the field. [source] Information Gathering and Changes in Threat and Opportunity Perceptions*JOURNAL OF MANAGEMENT STUDIES, Issue 3 2007Marc H. Anderson abstract Managers need to make sense of emerging strategic issues that could significantly impact their businesses. While models of this sensemaking process suggest that information gathering affects interpretations (which affect action and performance), researchers have argued that our understanding of the role of information in changing interpretations is underdeveloped. This paper investigates the role of the time managers spend searching for information and the diversity of the information they find in changing managers' perceptions that an equivocal, strategic issue represents a threat and opportunity for their businesses. The methodology involves a longitudinal research design in which managers recorded multiple, process-oriented measures of their information gathering activity. Results suggest that time spent searching for information leads to changes towards seeing the issue as more of a threat, while the diversity of information found leads to changes towards seeing it as less of a threat. We found no effect of information gathering on opportunity perceptions. [source] | ||||||||||