Browsing by Author "Lerner, Daniel"
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Item Lassie Shrugged: The Premise and Importance of Considering Non-Human Entrepreneurial Action(2022) Hunt, Richard A.; Lerner, Daniel; Ortiz-Hunt, AveryWhile management and entrepreneurship scholars have displayed comfort in and receptivity towards anthropomorphizing organizations, technologies, and even algorithms, our field has not yet grappled with a mountain of empirical evidence gathered over decades of research in the natural sciences that non-humans may behave entrepreneurially. For reflection and valuable perspective, our study relaxes the central assumption that entrepreneurial behaviors are the exclusive domain of human beings. Doing so invites fresh insights concerning the transversal nature of entrepreneurial action, the biological origins of innovation and entrepreneurship, the categorical assumptions demarcating the field of entrepreneurship, and the persistent emphases on intendedly rational conceptions of entrepreneurial action. The inspiration for our study involves “moving back from the species,” as E.O. Wilson advised. Through this “more distanced view” and by focusing on the reproducible benefits of entrepreneurship rather than narrower, human-centric conceptions of firm formation and profit generation, we find that the consideration of non-human behaviors contributes to the evolving definitions and future study of entrepreneurial action.Item Unsticking the Rationality Stalemate: Motivated Reasoning, Reality, and Irrationality(2022) Kurdoglu, Rasim Serdar; Lerner, Daniel; Ates, Nufer YasinRationality is an elusive and increasingly debated concept in entrepreneurship research. We offer a novel conceptualization of rationality based on reasoning motivations. We posit that logical, probabilistic, and heuristic reasoning logics are motivationally rational because the decision-maker attempts to accurately perceive the external world and problem-solve (even if rapidly and approximately). By contrast, when the reasoning ignores an assessment of reality and accuracy in problem-solving, and instead is deluded by psychological (e.g., hedonic) urges that prompt self-serving inferences, we categorize such decisions as motivationally irrational. We develop a theoretical account for how motivational irrationality is adaptive under extreme uncertainty as it enables entrepreneurs to dare action when even heuristic reasoning is inconclusive or entirely ineffective.