Journal of Enterprising Culture

Is the entrepreneurial process static? Is the process from idea to fruition on a linear trajectory and similar for all startups? Extant literature has documented four or five stages from startup to decline but paid little attention to undulations. Accounting for the dynamic nature of business and competition, we employ an S-curve perspective, integrate possibilities along the entrepreneurial (ENT) process to explain its nonlinearity and propose strategies to maximize performance. These strategies depict what we term “entrepreneurial S-curve” and are drawn from resource-based views, dynamic capabilities, and network perspectives. We explore the importance of less attended pre-startup stage, linking stage-specific risks and undulations to relevant strategic choices. In so doing, we present a holistic view, both defensively and offensively, for strategic formulation.

This collaborative paper aims to reflexively evaluate the versatile and comprehensive application of grounded theory, comparatively using two studies researching the strategic behaviour of small organisations within a small island state. The methodological stance adopted is that of practitioner researchers, critically analysing the research positioning and processes in two large grounded theory studies that mapped the competitive behaviours of some 100 small businesses in the small island EU state of Malta. The study evaluates grounded theory processes and actions taken in the two studies, depicting the systematic collection, comparison and analysis of the data gathered, concept generation, continuous interaction between actions and context, use of in-depth interviews combined with quantitative data, coding, mapping and categorisation of the data collected, and the use of MAXQDA as a viable software tool to carry out grounded theory. This practitioner research study comprises detailed practice-related implications for the use of grounded theory in researching small organisations, in a manner that a novice grounded theory practitioner can adopt and a manager in a small business can appreciate.

This research explores the lived experiences of entrepreneurs from the creative industries, focusing on their interactions with support agencies. We examine the support that creative entrepreneurs use to assist them in achieving financially stable, sustainable, and personally fulfilling careers. The research involved an extensive literature review, followed by interviews with selected creative entrepreneurs and representatives from support agencies. The analytical framework was a qualitative approach using an interpretive philosophy, exploring the lived experience of the creative entrepreneur. The data were analysed using thematic analysis. The findings reveal the presence of dual identities: the creative and the entrepreneur. Funding and support are aimed at entrepreneurs who are focused on high turnover and employment creation. This is often in contrast to the motivations and ambitions of the creative entrepreneur. This research enhances the existing literature on entrepreneurship, the creative industries, and entrepreneurial support structures. It informs best practices in the design of support to creative entrepreneurs and is of use to entrepreneurs, support agencies, sponsors and academics.