In the world of business, who you know is usually more important than what you know. While most research highlights the personal characteristics and expertise important to business success, this book demonstrates that networking is the core of entrepreneurship. Both counterintuitive and powerful, this perspective reframes entrepreneurial action by placing networking at the center of the process. Traditionally, networks have been regarded as facilitators of business, but Tom Elfring, Kim Klyver, and Elco van Burg argue that networking is actually the basis of entrepreneurial action, and conversely, that entrepreneurial action is networking. In developing an "entrepreneurship as networking" model, the book addresses the persistent problems that plague the dominant "individual-opportunity" approach in entrepreneurship. They describe the key dynamics, mechanisms, and practices of entrepreneurship as networking, and point at fruitful networking strategies for entrepreneurs. Thus, the authors provide an integrated and dynamic account of entrepreneurial agency that prioritizes interaction with the surrounding social environment. They also explain what a viable network is for entrepreneurs and how networking activities affect their endeavours. Their perspective sheds new light on the origins of opportunities and how entrepreneurs access and mobilize resources. The approach also explains how entrepreneurs build legitimacy and exploit the networks they work within. Offering a groundbreaking theory of entrepreneurial action as networking, Entrepreneurship as Networking opens up an entirely new research agenda.

This comprehensive Handbook provides an essential analysis of new venture creation research. The eminent contributors critically discuss and explore the current literature as well as suggest improvements to the field. They reveal a strong sense of both the 'state-of-the-art' (what has and has not been done in new venture creation research) and the 'state-of-the-could-be' (future directions the field should take to improve knowledge). The Handbook comprises nineteen chapters divided into four main sections: setting the agenda; theoretical perspectives; data and measurements; and new venture creation through contextual lenses. path-breaking Handbook has allowed experienced new venture researchers to tell the world not only where the field has been, but also where it should be going. Their responses have provided an insightful and stimulating resource that will be of great practical value to researchers working in this vital and rapidly expanding subject. Students and practitioners interested in understanding leading edge thinking in the field of new venture creation will also find this handbook invaluable. Contributors: H.E. Aldrich, F. Astrum, T. Bager, O. Basso, D. Blackman, M. Brannback, C.G. Brush, A.L. Carsrud, P. Davidsson, G. Don, A. Elam, M.R. Evald, A. Fayolle, W.B. Gartner, S. Gordon, P.G. Greene, G. Hancock, K. Hindle, M. Imas, J.A. Katz, P.H. Kim, K. Klyver, F. Kropp, H. Landstroem, J. Legge, B. Leleux, J. Levie, N.J. Lindsay, M. Mulej, M. Rebernik, D. Al-Shanfari, D. Smallbone, P. Steffens, J. Sundbo, S. Terjesen, E.T. Tornikoski, F. Welter

This comprehensive Handbook provides an essential analysis of new venture creation research. The eminent contributors critically discuss and explore the current literature as well as suggest improvements to the field. They reveal a strong sense of both the 'state-of-the-art' (what has and has not been done in new venture creation research) and the 'state-of-the-could-be' (future directions the field should take to improve knowledge). The Handbook comprises nineteen chapters divided into four main sections: setting the agenda; theoretical perspectives; data and measurements; and new venture creation through contextual lenses. path-breaking Handbook has allowed experienced new venture researchers to tell the world not only where the field has been, but also where it should be going. Their responses have provided an insightful and stimulating resource that will be of great practical value to researchers working in this vital and rapidly expanding subject. Students and practitioners interested in understanding leading edge thinking in the field of new venture creation will also find this handbook invaluable. Contributors: H.E. Aldrich, F. Astrum, T. Bager, O. Basso, D. Blackman, M. Brannback, C.G. Brush, A.L. Carsrud, P. Davidsson, G. Don, A. Elam, M.R. Evald, A. Fayolle, W.B. Gartner, S. Gordon, P.G. Greene, G. Hancock, K. Hindle, M. Imas, J.A. Katz, P.H. Kim, K. Klyver, F. Kropp, H. Landstroem, J. Legge, B. Leleux, J. Levie, N.J. Lindsay, M. Mulej, M. Rebernik, D. Al-Shanfari, D. Smallbone, P. Steffens, J. Sundbo, S. Terjesen, E.T. Tornikoski, F. Welter

In the world of business, who you know is usually more important than what you know. While most research highlights the personal characteristics and expertise important to business success, this book demonstrates that networking is the core of entrepreneurship. Both counterintuitive and powerful, this perspective reframes entrepreneurial action by placing networking at the center of the process. Traditionally, networks have been regarded as facilitators of business, but Tom Elfring, Kim Klyver, and Elco van Burg argue that networking is actually the basis of entrepreneurial action, and conversely, that entrepreneurial action is networking. In developing an "entrepreneurship as networking" model, the book addresses the persistent problems that plague the dominant "individual-opportunity" approach in entrepreneurship. They describe the key dynamics, mechanisms, and practices of entrepreneurship as networking, and point at fruitful networking strategies for entrepreneurs. Thus, the authors provide an integrated and dynamic account of entrepreneurial agency that prioritizes interaction with the surrounding social environment. They also explain what a viable network is for entrepreneurs and how networking activities affect their endeavours. Their perspective sheds new light on the origins of opportunities and how entrepreneurs access and mobilize resources. The approach also explains how entrepreneurs build legitimacy and exploit the networks they work within. Offering a groundbreaking theory of entrepreneurial action as networking, Entrepreneurship as Networking opens up an entirely new research agenda.