Table 1 Three types of entrepreneurial... | Emerald Publishing

Table 1

Three types of entrepreneurial networking logics

	Causal networking	Effectual networking	Guided networking
Theoretical underpinning	A “discovery” theory of entrepreneurship (Kirzner, 1997; Shane, 2003)	A “creation” theory of entrepreneurship (Alvarez and Barney, 2007; Alvarez et al., 2013; Miller, 2007)	A “hybrid” decision-making logic; causal and effectual logics may exist in tandem (Sarasvathy, 2001; Dew et al., 2009)
Goal/means	Goal-oriented, i.e. Defining the final objective up front (Chandler et al., 2011)	Mean-oriented, i.e. unspecified possible (near-term) future (Welter et al., 2016); goals are not available and tend to emerge in the process of interaction with network actors (Engel et al., 2017)	A combination of both causal and effectual logic, i.e. the planning effectuator approach (Reymen et al., 2015; Smolka et al., 2018)
Underlying logic in the networking behavior	Narrow (search scope) directed at specific predetermined targets, i.e. focused on meeting the ‘right’ people and reaching them efficiently (Engel et al., 2017)	Broad (search scope), directed at generating unexpected contingencies, i.e. focused on meeting new people or discovering new facets in existing ties (Engel et al., 2017)	Search may be both broad and narrow depending on tasks at hand
Underlying logic in the networking behavior	“Cognition-precedes-action” search heuristics (Cyert and March, 1963; Gavetti and Rivkin, 2007)	“Action-precedes-cognition” search heuristics (Sarasvathy, 2001; Elfring and Hulsink, 2007)	Guided by a strategic direction (often medium or longer-term), couple long term objectives with short-term experiments (Smolka et al., 2018)
Outcome	Measured outcomes against preset goals, securing needed resources and progressing toward given venture goals (Engel et al., 2017)	Serendipitous outcomes involving resources, ideas or both, which result in new or modified ventures goals (Engel et al., 2017)	A combination of measured and serendipitous outcomes, e.g. (firms) can take advantage of opportunities that arise due to unexpected events while still focusing on a long-term goal (Zheng and Mai, 2013)

	Causal networking	Effectual networking	Guided networking
Theoretical underpinning	A “discovery” theory of entrepreneurship (Kirzner, 1997; Shane, 2003)	A “creation” theory of entrepreneurship (Alvarez and Barney, 2007; Alvarez et al., 2013; Miller, 2007)	A “hybrid” decision-making logic; causal and effectual logics may exist in tandem (Sarasvathy, 2001; Dew et al., 2009)
Goal/means	Goal-oriented, i.e. Defining the final objective up front (Chandler et al., 2011)	Mean-oriented, i.e. unspecified possible (near-term) future (Welter et al., 2016); goals are not available and tend to emerge in the process of interaction with network actors (Engel et al., 2017)	A combination of both causal and effectual logic, i.e. the planning effectuator approach (Reymen et al., 2015; Smolka et al., 2018)
Underlying logic in the networking behavior	Narrow (search scope) directed at specific predetermined targets, i.e. focused on meeting the ‘right’ people and reaching them efficiently (Engel et al., 2017)	Broad (search scope), directed at generating unexpected contingencies, i.e. focused on meeting new people or discovering new facets in existing ties (Engel et al., 2017)	Search may be both broad and narrow depending on tasks at hand
Underlying logic in the networking behavior	“Cognition-precedes-action” search heuristics (Cyert and March, 1963; Gavetti and Rivkin, 2007)	“Action-precedes-cognition” search heuristics (Sarasvathy, 2001; Elfring and Hulsink, 2007)	Guided by a strategic direction (often medium or longer-term), couple long term objectives with short-term experiments (Smolka et al., 2018)
Outcome	Measured outcomes against preset goals, securing needed resources and progressing toward given venture goals (Engel et al., 2017)	Serendipitous outcomes involving resources, ideas or both, which result in new or modified ventures goals (Engel et al., 2017)	A combination of measured and serendipitous outcomes, e.g. (firms) can take advantage of opportunities that arise due to unexpected events while still focusing on a long-term goal (Zheng and Mai, 2013)