Round Table: Implications of Causation, Effectuation, and Bricolage Behaviors for Information Technology Capabilities in Startups
Chris Street, Ph.D.
Co-Authors: Jeff Baker (American University of Sharjah) and Brent Gallupe (Queen's School of Business)
Coffee and dessert will be provided at 1:30 p.m. The talk begins at 2 p.m.
The actions and logic that underlie entrepreneurial behavior in IT-intensive startups differ from firm to firm. One area that remains largely uninvestigated is how information technology (IT) capabilities develop within a new venture startup. While some have investigated the strategic role of IT in startups and in SMEs, (e.g., (Bergeron et al. 2001; Bergeron et al. 2004; Cragg et al. 2002; Hussin et al. 2002; Levy et al. 2011; Raymond and Croteau 2009)), and while others have explored the role of the entrepreneur in technology entrepreneurship (Beckman et al. 2012b), none have to our knowledge examined how IT capabilities and infrastructure develop over time and in response to the type of entrepreneurial behaviors exhibited by the firm. Given that IT is becoming ever more integral to firms, investigation of the link between entrepreneurial behavior and IT capability development is clearly warranted. When IT can be utilized in a way that supports the organization’s mission, objectives, and plans, performance benefits can be realized (Chan and Reich 2007; Reich and Benbasat 2000), a finding that has important applications for entrepreneurs.
The purpose of this research is to describe the implications of traditional as well as emerging models theories of entrepreneurial behavior for IT development in new ventures startups. We argue that different approaches to entrepreneurial behavior lead to differences in the IT planning processes, the IT infrastructures, the manner in which business strategy is aligned with IT strategy, and the IT-derived performance outcomes. We find evidence for our arguments in two retrospective case studies. We consider whether extant theory leads to the expectation that one particular type of entrepreneurial behavior will produce superior IT-derived outcomes, or if theory indicates equifinality in outcomes. The primary intended contribution of this research is therefore the extension of traditional and emerging perspectives on entrepreneurial behavior into the realm of IT processes and IT capability development.
Dr. Chris Street is based in Regina and teaches MIS, entrepreneurship and negotiation courses in the Levene Graduate School of Business at the University of Regina. Dr. Street combines a technical background as a software programmer with practical experience as a speaker and advisor on innovation and new product development. Chris completed his PhD in MIS at Queens School of Business in Kingston, Ontario. In addition to teaching Chris splits his time with speaking engagements, advising, and providing professional development seminars on topics related to innovation and IT product development. He writes extensively on these topics and has been successfully involved with advising several winning applicants to the Saskatchewan-based Progress2Capital new venture competition. Prior to his appointment at the University of Regina he was on faculty at the Asper School of Business in Winnipeg, Manitoba.
Dr. Street is a candidate for a faculty ISQA position.