子谦对创业的定义

Comparing effectuation to discovery-driven planning, prescriptive entrepreneurship, business planning, lean startup, and design thinking

效果逻辑与发现性驱动计划、规范性创业、商业计划、精益创业和设计思维的比较

子谦译文

英文原文作者： 亚沙尔 · 曼苏里 马丁 · 拉凯乌斯

文章来源：www.idunn.no

翻译：高文、朱燕空

Abstract :There has been a growing interest among entrepreneurs and students in explicit guidance for entrepreneurial action. Both scholars and practitioners have responded to this demand by suggesting a variety of entrepreneurial methods. This has led, however , to a prolife ration of relatively unrelated methods with varying degrees of rigor and relevance. In an attempt to organize and bring clarity to the range and persity of entrepreneurial methods, this article compares effectuation with five other entrepreneurial methods along nine conceptual dimensions. Through the application of two conceptual frameworks, core underpinnings of each method are highlighted. In addition to revealing similarities and differences between the methods, the study identifies somekey implications for theory, practice, policy, and education. The strengths of effectuation on a theoretical level could be used to develop other entrepreneurial methods.Conversely, the strengths of other entrepreneurial methods could be used to shore up the potential weaknesses of effectuation,such as a lack of behavioral tactics and limited applicability in later stages of venture development. Findings from this article can thus aid entrepreneurship scholars and practitioners to improve their prescriptions and can create new avenues for developing entrepreneurial methods.

摘要：创业者和学生对创业行为有具体的指导越来越感兴趣了，因此很多学者和实践者都通过提出各种创业方法来回应这一需求，不过这也导致了一些缺乏严谨性和相关性方法的激增。为了组织和明确创业方法的范围和多样性，本文从九个概念维度对效果逻辑与其他五种不同的创业方法进行了比较；通过应用两个概念框架，突出每种方法的核心基础。除了揭示这些方法之间的异同之处，本文还给出了一些对理论、实践、政策和教育的关键启发。理论上，效果逻辑的优势可以用来补充其他创业方法，反过来，其他创业方法的优势也可以用来弥补效果逻辑的潜在弱点，例如缺乏行为策略和在创业发展后期的有限适用性等特点。因此，本文的发现可以帮助创业者和实践者改进他们的方法，并为开发创业方法开辟新的途径。

Keywords :Entrepreneurial methods. Prescriptive theories. Effectuation. Comparison . Rigor and relevance

关键词： 创业方法 规范性理论 效果逻辑 严谨性和相关性

Introduction引言

Prescriptive methods have recently attracted considerable interest in the field of entrepreneurship . Methods are principles of thought and action that guide the theoretical and practical aspects of human action . A main sourceof prescriptions for entrepreneurs is the widespread scholarly effort to empirically describe and categorize entrepreneurial processes and then to transform the results into prescriptive methods for how entrepreneurs should reason and behave in order to create value. A prominent example of an entrepreneurial method is effectuation, presented as a set of heuristics any entrepreneur could use to develop a new venture in the face of uncertainty . Another main source of prescriptions for entrepreneurs stems from expert entrepreneurs themselves, who have distilled their personal and idiosyncratic experiences into relatively coherent prescriptive advice. A widespread example is the lean startup methodology, Prescribing that entrepreneurs formulate and test venture hypotheses through interacting with customers .

最近，在创业领域内，规范性方法引起了人们很大的兴趣，因为方法是指导人类行为理论和实践的思考和行动原则。规范性方法的一个主要来源是广泛的学术成果，即对创业过程进行经验描述和分类，然后将结果转化为说明性的方法，指导创业者应该如何推理和践行这种方法，进而创造出价值，一个典型例子就是效果逻辑。作为一种启发式的方法，它让创业者可以在面对不确定性的情况下创业。规范性方法的另一个主要来源创业者本身，他们将个人的和特殊经验提炼成相对连贯的规范性建议，精益创业就是典型的例子，创业者通过与客户的互动来制定和测试风险假设。

Prescriptive methods of entrepreneurship have been criticized, however, for their lackof rigor and relevance. Practitioner-grounded entrepreneurial methods have met with criticism for lacking theoretical rigor , which has led to undesirable consequences, such as entrepreneurs giving up prematurely . Scholarly grounded entrepreneurial methods have been said to lack both practical relevance and theoretical rigor . One shortcoming of methods is a lack of trust worthiness due to the context-specific nature of entrepreneurship and thus the limited applicability of largely untested prescriptions. Another frequently cited shortcoming is a lack of practical usefulness dueto limited concrete actionable advice . An illustrative example is a recent debate concerning effectuation, which has been cast as an underdeveloped theory lacking practical managerial tools and with the potential to lead to dangerous practices among entrepreneurs . The concern has been that it could tempt entrepreneurs to ignore the risks of competition and to neglect the need for even the most rudimentary planning practices.

然而由于缺乏严谨性和相关性，规范性创业因此而广受批评。实践派创业方法因缺乏理论严谨性而遭受到批评，这就导致了一些不良后果的产生，比如一些创业者过早的放弃。学术派的创业方法被认为既缺乏实践相关性，也缺乏理论严谨性；受创业的特定背景影响，这个方法的一个缺点是缺乏信任价值，因此很大程度上限制了大部分未经测试的方法的适用性；另一个经常被提及的缺点是由于缺乏有效可行的建议而缺乏实用性，比如最近关于效果逻辑的辩论。有人认为它是一个欠成熟的理论，是一个缺乏实用性的管理工具，有可能会导致创业者产生危险的行动；更令人担忧的是，它甚至可能会诱使创业者忽视竞争的风险、甚至是忽视最基本的计划的必要性。

In an attempt to further the development of the field of entrepreneurial methods, this article compares effectuation in a highly detailed manner with five other entrepreneurial methods. Similarities, differences, strengths, weaknesses, overlaps, and gaps are explored along nine key conceptual dimensions. This process helps organize the field of entrepreneurial methods in a more comprehensible way for both scholars and practitioners. Increased clarity and visibility across the range of entrepreneurial methods may serve as a source of inspiration for work to improve existing entrepreneurial methods as well as to develop new ones. Thus, this article lays a foundation for proponents of entrepreneurial methods to use in future work. Proponents of practitioner-grounded entrepreneurial methods could increase the theoretical rigor of their prescriptions by drawing on scholarly grounded entrepreneurial methods. Similarly, proponents of scholarly grounded entrepreneurial methods could use this comparison to increase their practical relevance by drawing on practitioner-grounded entrepreneurial methods. Works that build on the comparison conducted here can serve as a bridge between different prescriptive endeavors in entrepreneurship that are developed in relative isolation.

所以，为了进一步开发创业方法领域，本文从九个关键的概念维度，对效果逻辑与其他五种创业方法从相似性、差异性、优势、劣势、重叠和差距等方面进行了非常详细的比较和探讨，这个过程有助于学者和实践者以更容易理解的方式梳理创业方法领域，各种创业方法的清晰度和可见度的提高可以作为一种灵感来源，以促进和改善现有的创业方法并开发新的方法。因此，本文为创业方法的支持者在未来的工作中奠定了一个基础，实践派创业方法的支持者可以通过借鉴学术派创业方法来提高它在理论上的严谨性；同样，学术派创业方法的支持者可以借鉴实践派创业方法来增加它们的实践相关性，在此比较基础上开展的工作，可以看做是相对独立的情况下不同创业方法之间的一座桥梁。

In order to avoid bias toward any one particular entrepreneurial method, a conceptual framework is developed through an in-depth analysis of effectuation and five other purposefully selected entrepreneurial methods. These are discovery-driven planning , prescriptive entrepreneurship , business planning , the lean startup ethodology , and design thinking . Choices of entrepreneurial methods were based on the following: citation analysis, appearance on entrepreneurship courses’syllabi , perceived alignment with the definition of entrepreneurial method, and informal inquiries with a number of experienced entrepreneurship researchers around frequency of use in their educational practices. Three entrepreneurial methods with Scholarly origins were included alongside three methods introduced by practitioners. The conceptual framework consists of nine dimensions and is used as a means to elucidate similarities and differences. The discussion will then delve more deeply into the subject of effectuation, contrasting it to the five other entrepreneurial methods.

因此，为了避免偏向任何一种特定的创业方法，本文通过深入分析效果逻辑和其他五种创业方法，它们分别是发现性驱动计划、规范性创业、商业计划、精益创业和设计思维，在此基础上，建立了一个概念框架。这些创业方法的选择是基于以下几点：引用分析、创业课程大纲、在感知上和创业方法的定义的一致性，对大量创业研究者关于教育实践使用频率的非正式调研等。除了这三种由实践者引入的方法外，还有三种具有学术背景的创业方法，这个概念框架包括九个维度，来阐述它们之间的区别。接下来的讨论将更深入地探讨效果逻辑这一主题，并将它与其他五种创业方法进行对比。

The article proceeds as follows. First, previous liter ature in relation to prescriptive work in entrepreneurship is presented. Then the framework of nine conceptual dimensions is developed in three steps and used for an in-depth comparison between effectuation and five other Established entrepreneurial methods. A number of issues arising from this comparison are discussed, followed by an articulation of implications for theory, practice, policy, and education.

这篇文章的内容如下：首先，介绍了创业领域与规范性工作有关的文献，然后分三步构建九大概念维度的框架，再深入比较效果逻辑与其他五种创业方法，讨论了从这种比较中产生的问题，并阐述了它对理论、实践、政策和教育的影响。

Literature review文献综述

2.1 Descriptive and prescriptive theories of action

行为的描述性理论和规范性理论

Action theories can be pided into two different types: descriptive and prescriptive . Descriptive theories are often highly empirical and describe how inpiduals think and act in different situations. They frequently outline logical consequences, such as “under condition C, following action A leads to outcome O”. By providing such propositions, they allow for predictingthe outcome ofspecificactions when particular conditions are in place. Descriptive theories are judged by their empirical validity, that is, the extent to which they are consistent with the observed behavior .

行为理论可以分为两种不同的类型，即描述性理论和规范性理论。描述性理论通常是具有高度经验主义的，描述个人在不同的情况下如何思考和行动，经常概述一个逻辑结果，比如“在条件C下，若采用A方案，就会导致结果O”。通过提供这样的主张，它允许在特定条件出现时预测特定行动的结果。描述性理论是依据其经验的有效性来判断的，即它与所观察到的行为在多大程度上是一致的。

Prescriptive theories help people decide what to do and how to think in a particular context . A key feature of prescriptive theories is that they are intended to influence and change the behavior of actual people . Therefore, they often include propositions such as ”inorder to arriveat outcome O under condition C, do action A” intended to improve the quality of human judgment and decision-making. Prescriptive theories are often appreciated for their pragmatic value, in that they help inpiduals to excel in practice . While descriptive theories come in the passive form of “if … then” propositions, prescriptive theories come in the active form of “in order to …do this^”.

规范性理论帮助人们决定在特定的环境下该做什么以及如何思考，它的一个重要特征是会影响和改变人们的行为。因此，它通常包括诸如“为了在条件C下达到结果O，就得做A”之类的主张，以提高人类判断和决策的质量。规范性理论常因其实用价值而受到赞赏，因为它们可以帮助个人在实践中脱颖而出。描述性理论以“如果……那么”主张的被动形式出现，而规范性理论通常以“为了……做这个”的主动形式出现。

2.2Methods as prescriptive theories of action

规范性行为理论方法

In everyday as well as scientific language, a number of terms and their synonyms have been used to discuss prescriptive theories of action. Some examples are heuristics , guidelines , principles , approach and techniques , framework , practice , process and procedure , model , and method . For the sake of clarity, the term “method” will be used from this point going forward to address prescriptive theories of action. The term “method” was also chosen because of its ubiquity in academic circles and the fact that it connotes the guiding of actions, giving it both theoretical and practical relevance, and allowing it to function as a unifying term. Although the term “method”is common both in everyday life and scientific discourse, the many different definitions of the term can create confusion and hamper effective communication, warranting the establishment of a clear definition .

日常语言和科学语言中，许多术语和它们的同义词都被用来讨论规范性行为理论，比如启发式方法、指引式方法、原则、方法和技术、框架图、实践、过程和步骤、模型和手段。为了明确起见，今后我们将统一使用“方法”一词来阐述规范性行为理论。之所以选择“方法”一词还因为它在学术界无处不在：它意味着对行为的指导，使其具有理论和实践的相关性，并可作为一个统一的术语发挥作用。尽管“方法”一词在日常生活和科学论述中都很常见，但对该词的许多不同定义可能会造成混淆，进而阻碍有效的沟通交流，因此有必要确立一个明确的定义。

Landa conceptualizes method as “a structured system of instructions and/or actions for achieving some goal.” March and Smith refer to methods as a set of steps necessary to carryout a task. Vincenti describes a method as a design apparatus that entails various ways of thinking, judging, and eventually doing. In line with this, Dimov suggests that methods can be proposed “in the form of design propositions or principles on the basis of review and synthesis of prior research findings.”Neck et al. define method as “a way of thinking and acting built on a set of assumptions using a portfolio of practices to encourage creating.” By synthesizing definitions for the purpose of this article, a method is defined here as a coherent set of related principles and guidelines of thought and action that help to structure the theoretical and practical aspects of arriving at a set goal . based on this, an entrepreneurial method is further defined as a coherent set of related principles and guidelines of thought and action that help to structure the theoretical and practicala spects of entrepreneurship .

Landa将方法概念化为一个可以实现某些目标的结构化的指令或行动系统；March和Smith将方法看作是执行任务所必需的一系列步骤；Vincenti将方法描述为一种设计装置，包含了各种思考、判断和最终实现的方式；与此相符，Dimov建议，可以在回顾和综合之前的研究的基础上，以设计主张或原则的形式提出方法；Neck等人将方法定义为“一种建立在一系列假设的基础上，使用实践组合来鼓励创造的思想和行动的方式。”本文为了它的目的，通过综合各种定义，将“方法”定义为：一套连贯的思想和行动的相关原则和指导方针，用来帮助构建和实现理论和实践方面的既定目标。在此基础上，创业方法就被进一步定义为：它是一套连贯的帮助构建创业理论和实践方面的思想和行动的相关原则和指导方针。

2.3Entrepreneurial methods

创业方法

Following the proposed definition of entrepreneurial method, several preexisting methods can be classified as such. While some of them are not labeled as methods in the existing literature, the definition used here would qualify them as entrepreneurial methods. This may be the first effort to include methods such as these under the broad heading of entrepreneurial methods, as defined in this article. Although there may be several ways to present the methods, the focus in this section is to provide a brief historical trajectory of their emergence, diffusion, and arrival at the current stage.

根据上面对创业方法的定义，可以将几种已有的方法这样归类。虽然有些方法在文献中并没有被标为方法，但根据这里的定义还是将它们定义为创业方法。这可能是第一次有人尝试将这些方法纳入到本文所定义的创业方法的大标题之下，尽管可能有不同的办法来介绍这些方法，但本节的重点是展示它们从出现、扩散以及到达当前阶段的简单历史轨迹。

Business planning emerged as a prominent collection of principles and guidelines in the early 1960s and attained widespread acceptance in the 1970s . It was mainly used to structure the operations of existing firms and guide strategic decisions, but throughout the years, it also served as a useful tool to signal legitimacy. Therefore, entrepreneurs began using it as a communication tool to attract investment . The prevailing bias of venture capitalists and other funding agencies a t the time put business planning at the forefront of the agenda for aspiring entrepreneurs . Numerous “manual books” were published to demonstrate what business planning processes looked like and how aspiring entrepreneurs should go about conducting them. To complement the business planning approach and to adapt it to the conditions of high uncertainty assumed by entrepreneurs, scholars such as McGrath and MacMillan proposed a new set of guidelines for using planning strategies in entrepreneurship. These were grounded in a philosophy of incremental development rather than a grand, long-term plan that was formulated before any entrepreneurial activity was even initiated. In their book entitled The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty, they championed experimenting with entrepreneurs’ subjective beliefs and assumptions around doing business that had been taken for granted in business planning practices.

商业计划在二十世纪60年代早期作为一个重要的原则和指导方针而出现，并在70年代获得大众的广泛接受。它主要用于构建公司的运营和指导战略决策，但多年来，它慢慢被创业者变成了一种合法的、用来吸引投资的有用的工具。当时，风险投资家和其他融资机构普遍流行将商业计划优先置于创业者的伟大抱负之前，并出版了大量的“手册”来展示商业计划流程，以及该如何实施这些流程。为了补充商业计划方法，使其适应创业者所假设的高度不确定性的环境，McGrath和MacMillan等学者提出了一套新的在创业规划战略中使用的指导方针，这些都是基于渐进式发展的理念，而不是在任何创业活动开始之前就制定的宏大的、长期的计划。在《创业思维：在不确定时代持续创造机会的策略》一书中，他们提倡支持创业者的主观信念和假设，这些都是在商业计划实践中被认为理所当然的。

This opened up space for theories that emphasized “designing”new business activities rather than “planning”for them. In 2001, Saras Sarasvathy proposed five principles that served to guide the actions of expert entrepreneurs in creating successful businesses . She postulated that these five principles could be conceived of as best practices and , therefore, could be learned by aspiring entrepreneurs . Additionally, Baker and Nelson appropriated the concept of bricolage from sociology and applied it to entrepreneurship, packaging it as a set of guiding principles that entrepreneurs could use when faced with resource scarcity. In the meantime, the notion of experiment ation, implicitly touched upon as part of effectuation and bricolage, began to gain traction. Books and research articles that advocated similar experimental approaches to business development acquired a modicum of popularity . They concluded that a high degree of uncertainty can only be effectively and actively reduced through an experimental process that converts assumptions to facts. Furthermore, they argued for making decisions grounded in information gathered fromcarefully crafted experiments. Building on this idea, prescriptive entrepreneurship offered a set of systematic theoretical guidelines for discovering opportunities amid the growing scholarly interest in the construct of opportunity. The guidelines projected a competing logic to the alertness perspective and offered new avenues for entrepreneurs to discover latent and/or create newopportunities in their surroundings.

这为那些强调“设计”而不是“计划”新商业活动的理论创造了新的空间。2001年，Saras Sarasvathy提出了五项原则，来指导创业专家建立成功企业的行动。她认为这五个原则是最佳的实践，可以被那些有抱负的创业者学习。另外，Baker和Nelson从社会学中借鉴了“拼凑”的概念，将它应用于创业上，并将其包装为一套原则，指导创业者在面对资源缺乏时使用。与此同时，作为效果逻辑和“拼凑”的一部分而隐含地涉及的实验概念开始受到大众关注，那些提倡类似的商业发展方法的书籍和研究文章也获得了些许的普及。因此，他们得出结论：只有通过将假设转化为事实的实验过程，才能有效且积极地减少高度不确定性。此外，他们主张从精心设计的实验中收集信息来做出决策。在这个理论的基础上，规范性创业为越来越多的对机会构建感兴趣的学者提供了一套系统的理论指导，这些指导为警觉性观点提供了一种相互竞争的逻辑，并为创业者提供了一种发现其周围潜在、或创造新机会的途径。

The methods of scholarly origin outlined above did not seem to diffuse much outside academic circles . It was instead, often the practitioner-grounded counterparts whose ideas were to reach a wider audience . Design thinking as a set of managerial guidelines started to gain momentum around 2006 . Designers Tim Brown, Roger Martin, and David Kelly of Stanford d.school and IDEO began to advocate for the applicationof design thinking in business and entrepreneurial contexts , even claiming that they could revolutionize management education . Large firms such as Procter & Gamble adopted design thinkingand incorporated many of its keyideas intotheir processes . Some startup communities followed suit and used design thinking to structure their business activities . In 2011, EricRies extrapolated from his own startup experiences and formulated a method he labeled “the lean startup methodology”. The ideas were not new but were repackaged to appeal to the software industry. This was the first successful attempt to appropriate ideas reminiscent of experimental approaches to the context of entrepreneurship by a practitioner. Before Ries, Steve Blank had proposed similar ideas , but he did not enjoy the same level of popularity and recognition as Ries. The lean startup methodology began to spread rapidly through hotbeds of entrepreneurship, such as Silicon Valley, and quickly reached a global audience among entrepreneurs and entrepreneurship practitioners. Other practitioners joined the emerging movement and added nuances and texture to the proposed guidelines . Blank claims that, at the current moment, the lean startup methodology is the most popular entrepreneurial method around, with a striking range of entrepreneurs, incubators, accelerators, and entrepreneurship programs whose agendas are based on its fundamental principles. While scholarly grounded entrepreneurial methods have indeed attracted some attention, practitioner-grounded entrepreneurial methods appear to have reached the broadest audience among entrepreneurs and entrepreneurship practitioners 1.

而上述学术起源的方法似乎并没有在学术圈之外扩散太多，相反，那些实践派想法却收获了更广泛的受众。设计思维作为一套管理指南，在2006年左右开始崭露头角。斯坦福大学设计学院和IDEO的设计师Tim Brown、Roger Martin和David Kelly开始倡导将设计思维应用到商业和创业环境中，他们甚至声称这可以彻底改变管理教育学，于是像宝洁这样的大公司开始采用设计思维，并将许多关键思想融入到他们的流程中，一些创业社区紧随其后，用设计思维来管理他们的商业活动。2011年，Eric Ries从自己的创业经历中总结出一种他称之为“精益创业”的方法。其实这些方法并不新鲜，只是被重新包装来吸引软件业。这是第一次有实践者成功地将实验性的想法融入到创业的环境中，在Ries之前，Steve Blank也提出了类似的想法，但他的方法并没有像Ries的方法那样受到广泛的欢迎和认可，结果精益创业方法开始在硅谷这样的创业天堂传播，并迅速在全球创业者中获得了广泛的关注，其他实践者也加入了这一新兴运动，并为拟议的指导方针添加了细微改动。Blank声称，目前精益创业方法是最受欢迎的创业方法，众多创业者、孵化器、加速器和创业项目的议程都是基于其基本原则。虽然学术派创业方法确实引起了一些关注，但实践派创业方法似乎在创业者和实践者中获得了更广泛的受众。

1. A witness to this claim is the presence of the lean startup methodology , customer development , and design thinking books on Amazon’s top 20 business books list, and the corresponding absence of books on more scholarly grounded entrepreneurial methods. Another witness to this claim is an online review the authors conducted of syllabi of the top ten entrepreneurship programs worldwide according to the Eduniversal master’s program ranking website. Business planning was mentioned at seven of the ten programs, the lean startup methodology and its siblings business model generation andcustomer developmentwere mentioned at six of them , and design thinking was mentioned as reading essentials at five of them. Of the scholarly grounded entrepreneurial methods, only effectuation was mentioned, and only at one of the programs.

注释1：在亚马逊前20名商业书籍排行榜上，《精益创业方法》、《客户开发》和《设计思维》等书籍都证明了这一观点，相对应的，更具学术派创业方法的书籍却相对缺乏。另一个能证明这种说法的证据是，在Eduniversal硕士课程排名网站上，作者对全球十大创业课程大纲进行了在线评估：其中10个课程中有7个提到了商业计划，6个提到了精益创业方法及其衍生商业模式生成和客户开发，5个将设计思维作为学生的必读科目。在实践派创业方法中，只提到了效果逻辑，而且只是在一个大纲中提到。

2.4A three-tier framework for prescriptions of entrepreneurial methods 创业方法的三层框架

An organizing framework constituted of three levels was recently proposed by Mansoori . The framework consists of the three levels of logic, model and tactics . Logic touches on issues that need to be dealt with at a higher level of thought and ognition; model acts as an intermediate level bridging thought and action, facilitating the transfer of entrepreneurial knowledge from prescribers to those seeking advice; and tactics concern the tools and practical strategies at a lower level of action and interaction. Mansooriclaims that this framework can be used for severa purposes, such as guiding the design and development of effective entrepreneurial methods, improving the comprehensibility of advice given to entrepreneurs, and facilitating the comparisons of different entrepreneurial methods in more structured ways. The framework can act as a bridge between scholars and practitioners, validating that entrepreneurial methods have the potential to connect ideas and actions in pragmatic ways. Given that scholars have been lamenting the gap between theory and practice , this new role for entrepreneurial methods could gain prominence and attention .

最近，Mansoor提出了一个新的组织框架，它包括逻辑、模型和策略三个层次。逻辑涉及需要在更高层次的思维和认知上处理的问题；模型是沟通思想和行动的桥梁，促进了创业者知识从开创者角色向咨询者角色的转移；而策略则是指在较低的行动和互动层面上的工具和实用策略。Mansoori称，该框架可以用于多个目的，如指导创业方法的设计和有效开发，提高创业者对建议的理解能力，并以更结构化的方式促进不同创业方法之间的比较；该框架可以作为学者和实践者之间的桥梁，验证创业方法是否有潜力以务实的方式将想法和行动联系起来；鉴于学者们一直在哀叹理论与实践之间的差距，这种新的创业方法的作用可能会更加显著和突出。

While the work of Mansoori is the first framework of its kind in the field of entrepreneurial methods,there have been similar frameworks in other fields. Among others, research areas such as firm strategy , business research , management ideas , language teaching-learning , and total quality management have all benefited from conceptual frameworks that organize the abstract and concrete aspects of their theories. These examples demonstrate the versatility of these kinds offrameworks and suggest that a similar framework might be appliedto entrepreneurial methods. As such, Mansoori’s three-tiered framework, shown in Fig. 1, will be used in this article to compare six entrepreneurial methods,and a more detailed account of it will now follow.

虽然Mansoori的作品是创业方法领域内的第一个此类框架，但在其他领域也有类似的框架，其中研究领域，如公司战略、商业研究、管理思想，语言教学和全面质量管理等都受益于这个概念框架，它将抽象的理论和具体执行方面组织起来。这说明这种类型的框架是具有通用性的，并建议可以将类似的框架应用于创业方法上面。因此如图1所示，本文将使用Mansoori的三层框架理论来比较六种创业方法，并将对其进行更详细的说明。

The higher level of logic represents an overarching way of thinking that guides entrepreneurial action and acts as a reference point in regard to the theoretical foundations of methods . The higher level deals with fundamental issues, imparting a clear logic to the entrepreneurial methods that helps entrepreneurs relate cognitively to the entrepreneurial process . It also frames the entrepreneurial method, acting as an orienting device, with the capacity to guide activities throughout the various stages of the entrepreneurial process. Therefore, the overarching logic sets the stage for entrepreneurial thinking and provides somegeneral rules and principles.

最高层次的逻辑代表了一种总体思维方式，引导创业行动，是方法理论基础的参考点。最高层次处理基本问题，是理清创业方法的逻辑，帮助创业者提高创业过程的认知度；作为一种定向手段，它还拟定了创业方法，使其在创业过程的各个阶段具有指导活动的能力。因此，这种逻辑为创业思维奠定了基础，并提供了一些通用规则和原则。

The middle level of model gives entrepreneurs a way to conveniently visualize the entrepreneurial process and establish key terms that can be used in discussions between prescribers and entrepreneurs. This aspect of the model can facilitate endeavors through simple explanations that entrepreneurs can apply to their own unique venture activities, thus accelerating the inter subjective and normative diffusion of the entrepreneurial method .

中间层次的模型为创业者提供了一种可以方便地将创业过程可视化的方法，并确立了一些关键的术语，方便创造者和创业者之间的讨论。在这一方面，该模型的可以通过简单的解释来让创业更容易，创业者可以将其应用于自己独特的创业活动，从而加速创业方法在主观性和规范性方面的扩散。

The lower level of tactics prescribes activities, exercises, and practices in line with the overarching logic and the summarizing model.They are often detailed and specify the context of use and the outcomes of action. Therefore, they are implementation-oriented, geared toward accomplishing immediate objectives and important tools for influencing practice .

最低层次的策略按照总体逻辑和总结模型来规定活动、练习和实践，它们通常是详细的，并具体说明使用的背景和行动的结果。因此，它是以实施为导向的，旨在实现近期目标，是影响实践的重要工具。

Tactics tie the abstract nature of the logic to the tangible realm of entrepreneurial practice, which give rise to what can be considered outcome by outsiders.

Furthermore, they can be effectively documented by observational studies since they are closest to the sphere of concrete action.

策略将逻辑的抽象本质与创业实践的有形领域联系在一起，从而产生了可以被外人认可的结果。此外，由于它们最接近具体行动的范围，因此又可以通过观察性研究有效地加以记录。

Developing a conceptual framework in three step

三步建立一个概念性的框架

While the framework in Fig. 1 allows for a general three-tiered comparison across entrepreneurial methods, an in-depth comparison on a more fundamental level would necessitate a more fine-grained analysis. A framework has been developed here for this very purpose and involves a comparative analysis in three steps. In the first step, Mansoori’s three-tiered framework allowed for the mapping of six entrepreneurial methods onto the three levels: logic, model, and tactics. In these condstep, these levels were compared, resulting in the summary shown in Table 1. In the third and final step, a more fine-grained framework consisting of nine conceptual dimensions applicable to the six entrepreneurial methods was developed. It was subsequently employed in another comparative analysis . These nine conceptual dimensions were inductively generated by reviewing existing literature on six entrepreneurial methods; information extracted from the literature was viewed as quasi-empirical data.

虽然图1中的框架允许对各种创业方法进行三个层次的比较，但如果要在更基础层面上进行深入比较则需要进行更细致的分析。为此，本文开发了一个框架，分三个步骤对它们进行比较分析。第一步，Mansoori的三层次框架允许将六种创业方法映射到逻辑、模型和策略这三个层次里：第二步，对这些数据进行修正，从而得到如表1所示的结果；第三步，构建一个更细致的、适用于六种创业方法的九个概念维度。随后，它也会被用于另一项比较分析。这九个概念维度是通过审核关于六种创业方法的现有文献归纳得出的，这样的信息可以被视为准经验数据。

3.1Step 1: analyzing six entrepreneurial methods across three levels

跨三个层次对六种创业方法进行分析

Effectuation emphasizes controlling the future rather than predicting it . On a higher level of logic, effectuation “is rooted in the realization that human beings cause the future and, therefore, the future can be controlled and/or created through consensual human action”. Effectuation claims to address a logic of control ,promoting the idea that entrepreneurs’ tasks are not limited to unearthing latent opportunities patiently waiting to be discovered. They also involve the actual creation of opportunities through a social process . Therefore, entrepreneurs begin with the universe of possible outcomes that can be created with the available means at their disposal and focus on continuous interactions with a committed network of stakeholders. On the middle level of model, five heuristics form the backbone of the effectual decision-making logic. Sarasvathy proposes these heuristics as follows: starting the process by asking oneself who you are, what you know, and whom you know; limiting risk by calculating how much one can afford to lose; embracing the surprise factor and trying to use it as a leverage; reducing uncertainty by obtaining commitment from early partners; and focusing on activities withinone’s control rather than trying to predict the unknown future . These five heuristics form a cycle to guide progress through the steps of the effectuation logic. On the lower level of tactics, effectuation offers a number of tools, such as means inventory, affordable loss assessment template, and effectual ask to uncover available resources. These can aid in the assessment of risks involved in venture creation activities. They can also guide the formation of the network of stakeholders and inform how to control the outcomes of a particular endeavor 问问自己：你是谁、你知道什么、你认识谁来开始这个过程；通过估算自己可以承受多大的损失来限制风险；拥抱意外因素并尝试利用它；获得早期合作伙伴的承诺来减少不确定性；专注于自身能控制的范围内的活动，而不是试图预测未知的未来。这五种启发式方法形成了一个循环，指导效果逻辑各个步骤的进展。在最低层的策略中，效果逻辑提供了许多工具，如资源清单、可承担损失评估模板和有效性请求来发掘可用资源等。这些工具可以帮助评估创业活动所涉及的风险，还可以指导利益相关者网络的成形，并告知他们如何控制特定努力的结果等。

Discovery-driven planning is an approach that combines business planning with learning through a series of steps that reveal key discoveries . On the higher level of logic, discovery-driven planning posits that uncertainty can be reduced by “systematically converting assumptions to knowledge and by redirecting its activities in the face of emerging understanding”. Proponents of discovery-driven planning maintain that, while conventional planning approaches are helpful in certain situations, they may be useless or even lead to disastrous outcomes in conditions of high uncertainty. Dysfunctional outcomes are largely due to reliance on untested assumptions. To manage the uncertainty, on the middle level of model, discovery-driven planning provides six areas of guidelines: framing the desired business idea; benchmarking the parameters that promise a successful outcome; strategic translation of operations by specifying relevant organizational deliverables; documenting, testing, and evisiting previously held or newly formed assumptions; managing key milestones to reflect on actions taken and planning subsequent milestones; and finding creative ways to run operations with a minimum amount of resources until major assumptions are tested. On the lower level of tactics, tools and techniques such as reverse income statement, targeted experiments, and assumptions checklists are offered.

发现性驱动计划是一个方法，它综合了商业计划和一些列通过关键探索步骤来学习的方法。在最高层的逻辑上，发现性驱动计划假设，不确定性可以通过“系统地将假设转换为知识，并在面对新的理解时重新定向其活动”来减少。发现性驱动计划的支持者认为，传统的计划方法在某些情况下是有用的，但在高度不确定性的情况下它们可能是没用，甚至会导致灾难性的后果，它在很大程度上是由于依赖未经检验的假设而导致的。因此，为了管理这种不确定性，在中间的模型上，发现性驱动计划提供了六个方面的指导原则：构建理想的商业思想；对保证成功结果的参数进行基准检验；通过指定相关的组织可交付成果，对运营进行战略转换；记录、检验和取消以前持有的或新形成的假设；管理关键里程碑事件，来反映已采取的行动，并规划后续里程碑事件；在主要假设得到验证之前，用最少的资源找到最有创造性的方法来运营。最低层的战略，主要提供诸如反向收益表、目标实验和假设清单之类的工具和技术。

Prescriptive entrepreneurship comprises a set of research-based guidelines outlining what entrepreneursshould do in order to improve their odds of success in wealth creation . On the higher level of logic, prescriptive entrepreneurship’s rationale is that “entrepreneurial discovery depends on a fit between an entrepreneur’s prior, specific knowledge, and a particular venture idea, which may be discovered Systematically”. Grounded in Bayesian learning, prescriptive entrepreneurship posits that entrepreneurs are only able to discover venture ideas that correspond to their “epistemic structure” . Therefore, entrepreneurs should begin by systematically focusing on constrained prior experience, in other words on their acquired generaland specific knowledge. In this context, “systematic”refers to how entrepreneurs “predetermine, based on their specific knowledge, how to search" and “constrained” refers to the idea that entrepreneurs might derive more benefit from limiting searches to familiar information channels as opposed to the unbound scanning of the alertness perspective . On the middle level of model, Fiet highlighted five steps for a prescriptive model: introspection about prior, specific, and general knowledge; selecting information channels in accordance with own prior knowledge; confining the search to the most preferred information channels; searching for signals and quickly responding to them; and interpreting feedback based on socio-cognitive factors. The goal of this process is to discover relevant signals in the form of informational cues about the environment . On the lower level of tactics,prescriptive entrepreneurship remains abstract. It offers theoretical notions such as information channels and consideration sets, but it does not provide ways for using them in practice, rendering implementation challenging.

规范性创业包括一套基于研究的指导方针，它概述了创业者该做什么，来提高他们创造财富的概率。在最高层的逻辑上，规范性创业理论的基本原理是“创业者的发现依赖于他们的经验、特定知识和特定的创业想法之间的匹配度，而这可能是个系统地发现”。在贝叶斯学习的基础上，规范性创业断定创业者只能发现与他们的“认知结构”相对应的创业想法，因此，创业者应该系统地从关注受先前限制的经验开始，换句话说，就是关注他们获得的一般性和专业知识。在这里，“系统”是指创业者“根据他们的具体知识预先确定如何搜索”，而“受限”指的是，和警觉度视角的无限制扫描相比，创业者为了获得更多好处，可能将搜索限制在熟悉的信息渠道上。在中间层次的模型上，Fiet强调了规范性模型的五个步骤：对现有知识、专业知识和一般常识进行反思；根据自己的现有知识选择信息渠道；将搜索范围限制在用户最优选的信息渠道；搜索信号并快速响应；基于社会认知因素来解释反馈，这个过程的目的是发现有关环境的信息提示所形式的相关信号。在最低层的策略中，规范性创业方法仍然是抽象的，它只提供了一些理论概念，比如信息通道和考虑因素等，并没有提供在实践中使用的方法，这就给实施带来了挑战。

Business planning is defined as “a process of ascertaining a series of potential courses to be taken by the firm, determining the firm’s position as a result of each potential course, comparing and weighing this position for all actions, and, on the basis of the evaluation, selecting the course of action to be followed” . On the higher level of logic, the business plan should offer solutions to “a set of dependent and independent functional problems”. The business plan is the formal statement outlining the process of business planning. It is constructed around several functions in the internal organization and several other external factors that influence the entrepreneurial process. Business plans deal with issues such as customers, market objectives, risks, financial plans, management team, and milestone schedules . They also include strategies such as cost minimization, and performance and sales maximization , differentiation, cost leadership, and focus . On the middle level of model, there are a number of steps commonly associated with a business planning process: defining the business, developing its mission, setting goals and objectives, crafting a strategy to achieve the objectives, identifying the required resources, establishing a resource acquisition and allocation plan, executing the strategy, evaluating performance, and initiating corrective adjustments . onthe lower level of tactics, approaches such as market research , focus groups, SWOT analysis, PEST model, 7S model, financial prognosis, and nominal ranking assist entrepreneurs in the process.

商业计划的定义是”确定公司将采取的一系列可能的方针，然后再根据这些方针确定公司的立场，对所有行动进行比较和权衡，并根据评价结果选择应遵循的行动方针的过程”。在最高层的逻辑上，商业计划应该为“一系列相关和独立的功能性问题”提供解决方案。商业计划是概述商业计划过程的正式声明，它是围绕着公司内部的几个职能部门和其他影响创业过程的几个外部因素而构建的。商业计划涉及到包括客户、市场目标、风险、财务计划、团队管理和里程碑时间表等问题，也有诸如成本最小化、性能和销售最大化、差异化、成本领先和关注点等战略性内容。中间层次的模型，包括大量的与业务规划过程相关的步骤，比如确定任务、发展使命、设置目标和目的、制定实现目标的策略、确定所需的资源、制定资源获取和分配计划、执行战略、评估业绩和启动纠正调整措施等。在最低层的策略中，市场研究、焦点小组、SWOT分析、PEST模型、7S模型、财务计划和名义排名等方法协助创业者执行这个过程。

The lean startup methodology is “a set of practices for helping entrepreneurs increase their oddsof building successful startups” . On the higher level of logic, the lean startup methodology is founded on “the realization that although human judgment may be faulty, we can improve our judgment by subjecting our theories to repeated testing” .Such repeated testing or purposeful experimentation is specifically designed to provide validated learning about a new product o r service . Evidence is gathered through close and constant interactions with current and potential customers and used to validate or invalidate key assumptions of the venture. On the middle level of model, the lean startup methodology provides the “build-measure-learn” diagram: mapping a business idea onto testable business model assumptions and building a “minimum viable product” that allows for collecting feedback, testing the product with customers and objectively analyzing the results of the completed tests to validate or invalidate key assumptions, and learning from the results and designing the next rounds of experiments. Additionally, the proponents of the lean startup methodology rely on customer development as a guiding tool, which entails four stages of customer discovery, customer validation, customer creation, and company creation. These processes are designed to reduce uncertainty through the accumulation of detailed and accurateinfor mation. On the lower level of tactics, the lean startup Methodology relies on a set of tools that are appropriated from other domains, such as rapid prototyping and agile software development principles . Tactics such as customer interviews, targeted experiments, physical prototypes, concierge, fake door tests, and A/B tests all allow for quick feedback collection and advancement of the process.

精益创业是“一套帮助创业者增加创业成功概率的实践方法”。在最高层的逻辑上，精益创业的基础是“尽管人类的判断可能是错误的，但我们可以通过反复测试这些理论来改善我们的判断”，这种反复测试或有目的的实验是专门设计用来提供关于新产品或服务的验证性学习，通过与现有和潜在客户的密切和持续的互动来收集证据，用来验证或否定公司的关键假设。在中间层的模型上，精益创业方法提供了一个“构建-衡量-学习”图表：将商业理念映射到可测试的业务模型假设之上，建立一个允许收集反馈“最小可行性产品”的模型；与客户一起测试产品并客观分析测试的结果以验证或否定关键假设；. On the higher level of logic, design thinking is “the application of integrative thinking to the task of resolving the conflict between reliability and validity, between exploitation and exploration, and between analytical and intuitive thinking” . Design thinking is grounded in an iterative, nonlinear, and humancentered practice based on user research. The process begins with defining the problem that users experience, understanding it in depth, creating a possible solutionand testing it, and ends with reflecting on the results. It is through this process of creating, testing, and learning that entrepreneurs can better their initial venture ideas . On the middle level of model, design thinking consists of five steps: empathizing with the problem by understanding it from the perspective of users,defining the problem indetail by making sense of the dispersed information, brainstorming different ways the problem might be solved through generating a wide range of possible solutions and combining imaginative insights about these solutions, prototyping a solution to highlight its strengths and weaknesses to identify new paths, and testing the solution with users through soliciting feedback about prototypes to gain a better understanding. On the lower level of tactics, design thinking offers tools such as user interviews, physical prototypes, question ladders, innovation flowcharts, and design thinking mixtapes as aids to the process.

设计思维是“一种利用设计师的敏感性和方法，将人们的需求用技术上可行的、商业策略可以转化为客户价值和与市场机会相匹配的学科。在逻辑上，设计思维是“应用整合思维来解决可靠性与有效性、开发与探索、分析思维与直觉思维之间冲突的”。设计思维是基于用户研究方面的迭代、非线性和人性化的实践，整个过程始于用户体验到的问题，再到深入理解它并创建一个可能解决和测试方案，最后是对结果的反思。正是通过这种创造-测试-学习的过程，创业者才能更好地完善他们最初的创业构想。在中间的模型中，设计思维包括五个步骤：专注问题并从用户的角度深刻理解它；厘清这些分散信息来详细定义问题；通过各种方法生成一个的可能的解决方案，并结合对这些解决方案的见解来解决问题；原型化一个解决方案，突出其优点和缺点，以确定新的途径；通过征求用户对原型方案的反馈意见来测试解决方案，以便获得更好的理解。在最低层次的策略中，设计思维提供了用户访谈、物理原型、问题阶梯、创新流程图和设计思维合集等工具，作为整个过程的辅助。

3.2Step 2: comparing six entrepreneurial methods across the levels of logic, model, and tactics

从逻辑、模型和策略三个层面比较六种创业方法

For the level of logic, Table 1 illustrates several critical assumptions about the nature of the venture creation process, specified through theoretical and philosophical axioms. Examples include the notion of uncertainty , the view of the future in relation to the level of skepticism of the predictability of outcomes , and the nature of the process as discovery or creation . All the entrepreneurial methods that were reviewed explicitly or implicitly address the logic of their prescriptions. For example, business planning employs scenario building as a way to “predict” the future, while effectuation relies on heuristics for controlling present conditions while creating future ones. Knowledge and evidence are other notions central to the level of logic in almost all of the surveyed entrepreneurial methods. It is through the process of knowledge gathering by interacting with the external world that entrepreneurs engage in a process of learning and eventually reduce the uncertainty they face.

在逻辑层面上，表1特地从理论和哲学原理方面对关于创业创造过程本质的几个关键假设加以说明，比如不确定性的概念、可预测性的结局与未来观点的相关度，以及发现或创造过程的本质。所有评估的创业方法，都或明或暗地涉及到其方法的逻辑。例如，商业计划使用场景构建作为“预测”未来的一种方式，而效果逻辑依靠启发式方法，创造未来条件的同时并控制当前的条件。知识和证据是几乎所有评估的创业方法中逻辑层面的概念核心，而创业者正是通过参与内外部的互动学习来获取知识，并最终减少他们所面临的不确定性。

For the level of model, Table 1 shows that a number of models prescribe procedural steps that represent the iterative nature of the entrepreneurial process. Such models can be conceived of as summarizing heuristics or algorithms. In some models—such as the lean startup methodology, effectuation, and design thinking—there are a clear order and feedback loops as part of their prescriptions. These methods all present explicit models with iterations for how to make progress toward the realization of entrepreneurial objectives. Business planning provides a clear sequence for necessary activities but is designed to be used at the start of the process or in a predefined cycle . Nevertheless, it serves as an important model, enumerating specific steps and areas of focus. Several models refer to the involvement of external stakeholders. For instance, the lean startup methodology suggests that informed decisions can be achieved through frequent interactions with external stakeholders, such as customers, partners, suppliers, and investors . Similarly, design thinking outlines steps for collecting user feedback in order to improve the quality of ideas and to refine them in line with the feedback received.

在模型层面上，表1显示了大量的模型，它们规定了代表创业过程迭代性质的程序步骤，这可以看作是对启发式方法或算法的总结。在一些模型中，比如精益创业、效果逻辑和设计思维，它们都有一个清晰的顺序和反馈循环作为其方法的一部分，为如何实现创业目标提供了明确的迭代模型。商业计划为必要的活动提供了一个明确的顺序，但这个活动只是在流程开始时或在一个预先确定的周期中使用。尽管如此，作为一个重要的模型，它还列举了一些具体步骤和重点领域。一些模型涉及到外部利益相关者的参与，比如精益创业，通过与外部利益相关者如客户、合作伙伴、供应商和投资者的频繁互动，可以做出明智的决策。类似的，设计思维还概述了收集用户反馈的步骤，来提高想法的质量，并根据收到的反馈结果来完善这些步骤。

For the lower level of tactics, Table 1 illustrates that many of the entrepreneurial methods provide tactics that are aligned with their overarching logics. For instance, the lean startup methodology includes tactics such as concierge, A/B tests, and making early MVPs. Similarly, design thinking offers prototyping, customer interviews, and mixtapes to help entrepreneurs navigate the five phases of design thinking. Table 1 shows that Comparing effectuation to discovery-driven planning, prescriptive entrepreneurship, business planning, lean...the scholarly grounded entrepreneurial methods provide markedly less advice on this level than the practitioner grounded counterparts, illustrating a difference in inclinations for giving detailed and explicit prescriptions.

对于策略层面，表1说明了许多创业方法提供的策略与他们的总体逻辑是一致的，例如，精益创业的策略包括礼宾原则、A/B测试和早期MVP等。同样，设计思维也提供了诸如原型制作、客户访谈等方法，帮助创业者顺利完成设计思维的五个阶段。表1还显示，通过效果逻辑与发现性驱动计划、规范性创业、商业计划、精益创业方法的比较，发现学术派创业方法在这一层面上提供的建议明显少于实践派方法，说明它们在倾向于给出详细的和明确的方法上的差异。

3.3Step 3: developing a framework of nine conceptual dimensions of entrepreneurial methods

开发一个包含九个概念维度的创业方法的框架

The framework shown in Fig. 1, with its disaggregation into three levels, allows for a structured review of entrepreneurial methods, which enhances the clarity and visibility across methods. As a result, the authors were able to more effectively identify patterns. For instance, having the level of logic in mind primed the authors to spot ideas about aspects of the venture creation process that corresponded to that particular level, namely providing and discussing ideas involving the cognitive aspects of the venture creation process . The development of the framework of nine conceptual dimensions occurred in three stages. In the first stage, independent reviews took place over a period of 6 years, generating two different doctoral dissertations in which several conceptual dimensions for entrepreneurial methods were formulated . In the second stage, the independently formulated conceptual dimensions were integrated in five full-day workshops, during which the authors exchanged ideas to unite the frameworks. Some of the conceptual dimensions were merged to represent more inclusive dimensions. For instance, “nature of change”and "locus of agency” were merged to form”redirection power” Other dimensions were discarded, as they did not span a sufficientnumber of entrepreneurial methods. An example of a discarded dimension was “reliance on historical data”, an important aspect of planning.

图1所示的框架从三个方面对创业方法的结构化评估进行了总结，加强了不同方法之间的清晰度和可视度，因此，作者才能更高效地识别不同的模式。比如，有了逻辑层次，作者就能够发现与该层次相对应的创业过程方面的想法，也就是提供和讨论涉及创业过程认知方面的想法，比如不确定性管理。这个包含了九个概念维度的框架的发展经历了三个阶段：第一阶段，进行了为期6年的独立评估，发表了两篇的博士论文，提出了创业方法的几个概念维度；第二阶段，独立提出的概念维度被整合到一个持续了五天的研讨会中，并在此期间相互讨论、交换想法以统一框架。其中一些概念维度被合并，以体现更具包容性的维度，比如，“改变的本质”和“代理的地点”这些概念维度被合并形成“重定向能力”，还有一些维度被抛弃，因为它们没有跨越足够多的的创业方法， 比如“依赖历史数据”这个维度，它是计划的一个重要方面。

The entire process reduced the total number of conceptual dimensions to nine. As these nine dimensions were generated inductively from the six established entrepreneurial methods, none of the methods served as a baseline. This aspect of the process allowed for a more objective, unbiased, and generic comparison. In the final stage, the preliminary framework and dimensions were scrutinized by editors and peer reviewers, triggering minor revisions and eventually leading to these nine final dimensions: uncertainty management, resource management, knowledge expansion, redirection power, continuous learning, iterative process, stakeholder interaction, team collaboration, and value creation .

最终，整个会议将概念维度的总数减少到九个。一方面，由于这九个维度是从六种既定的创业方法中归总结而来的，所以没有任何一种维度是可以单独作为基准的。另一方面，整个过程还进行了更客观、公正和通用的比较。在会议的最后阶段，编辑和同行评审人员评估了初步的框架和维度，并进行了较小的修订，最终形成了这九个维度：不确定性管理、资源管理、知识扩展、重定向能力、持续学习、迭代过程、利益相关者互动、团队合作和价值创造。

On the level of logic, many of the reviewed methods advise that entrepreneurs cope with uncertainty by systematically drawing on what is already known and then determining what information needs to be gathered , effectively making use of available and necessary resources . Most methods emphasize the importance of letting the generated insights direct the forward momentum of the process in drastic ways if necessary . In the lean startup methodology, a drastic turn triggered by insights is called a “pivot. ”On the level of model, several methods outline a cyclical model of learning from interactions with external stakeholders . Effectuation and the lean startup methodology both contain visualization of cyclical models. Design thinking suggests a more back-and-forth approach, also resulting in an iterative process . On the level of tactics, some methods emphasize taking action throughteam-based efforts to create value for external stakeholders . The lean startup method involves creating an MVP. Design thinking, on the other hand, hinges on the creation of a prototype,and in effectuation, a key objectiveis to secure the commitment of stakeholders. Next, the framework with its nine conceptual dimensions will be used to conduct a second round of comparisons of the six entrepreneurial methods.

在逻辑层面，很多评估过的方法都建议创业者面对对不确定性时，应该系统地利用已知的信息，然后再确定需要收集哪些信息，充分利用现有的和必要的资源 。大多数方法都强调必要时让生成的见解，以剧烈的方式指引前进势头的重要性；而在精益创业方法中，由见解引发的剧烈转变被称为“枢纽”。在模型层面上，由几种方法概括了一个与外部利益相关者的互动中学习的循环模型；效果逻辑和精益创业方法都包含了循环可视化的模型；设计思维提出了一种更反复的方法，导致了迭代过程的产生；在策略层面上，一些方法强调通过团队的努力)来为外部利益相关者创造价值；精益创业包括创造MVP模型，另一方面，设计思维取决于原型的创造，而效果逻辑的一个关键目标就是要确保利益相关者的承诺。接下来，本文将使用该框架的九个概念维度对六种创业方法进行第二轮比较。

Findings研究结论

To yield insight into the foundational similarities and differences of the six entrepreneurial methods, this section examines the conceptual underpinnings that form the bases of their prescriptions. The section aims to bring to light where the methods overlap as well as where they perge and differ. Table 2 helps carve out similarities and differences that these methods exhibit. The findings section is organized according to the nine conceptual dimensions developed in Section 3.

为了深入了解这六种创业方法的基本异同点，本节将探讨它们的概念基础，揭示这些方法的重叠之处和它们的分歧与不同之处，而表2有助于挖掘这些方法所展示的相似性和差异性。调查结果部分是根据第3节提出的9个概念维度组织形成的。

4.1Uncertainty management 不确定性管理

The first conceptual dimension speaks to the way entrepreneurial methods conceptualize the inherent uncertainty present in current or future situations that entrepreneurs face as part of their venture creation efforts . The view of future outcomes has important implications for how uncertainty should be managed . Apart from design thinking and business planning, the other methods explicitly or implicitly approach the notion of uncertainty, presenting it as one of the main reasons for the relevance of their prescriptions and proposing ways to manage or reduce it. The meaning of the term uncertainty, however, perges along three main paths . The first meaning is relevant to effectuation, in which uncertainty is ontological; that is, the future is unknowable in principle .Thus, the future is constructed by actors who are jointly creating it in unpredictable ways . The second meaning of uncertainty is seen in discovery-driven planning and prescriptive entrepreneurship, and frames uncertainty as epistemological; that is, the future is knowable through information gathering strategies . Here, uncertainty can be mitigated by entrepreneurs expanding their knowledge base. The third meaning for uncertainty reveals itself in the lean startup methodology, where a more implicit and colloquial meaning is found, incorporating concepts such as ambiguity and risk. It is most similar to epistemological uncertainty, the reduction of which hinges on the need to gather information .

第一个概念层面是，创业方法将创业者在其当前或未来情况下所面临的不确定性概念化的方式，而这也是创业者创业过程中的一部分，因为对未来结果的看法对于如何管理不确定性有着重要的意义。除了设计思维和商业规划之外，其他方法也或明或暗地涉及到不确定性的概念，并将其示为与其他方法相关的主要原因之一，同时也提出了管理或减少不确定性的方法。然而，“不确定性”一词的含义主要有三个方面的不同。第一个含义与效果逻辑有关，它认为，不确定性是本体论的，也就是说，原则上未来是不可知的，因此，未来是由“演员”以不可预测的方式共同创造的；第二个含义在发现性驱动性计划和规范性创业中可以看到，它将不确定性拟定为认识论，也就是说，可以通过信息收集策略来了解未来，在这方面，创业者可以通过扩大他们的知识基础来缓解不确定性；第三个含义体现在精益创业中，它提出了一种更含蓄、更通俗的含义，合并了诸如歧义和风险等概念，它与认识论的不确定性最为相似，它认为不确定性的减少取决于收集信息的必要性。

4.2Resource management 资源管理

The second conceptual dimension is concerned with how to use existing resources and acquire new ones through various strategies. Scarce resources play an important and integral role in any entrepreneurial process , and entrepreneurial methods often provide recommendations for acquiring and managing resources. Depending on the over arching logic of the entrepreneur methods, different standpoints are taken. Effectuation emphasizes the dynamic nature of the resources at hand by focusing attention on two issues: entrepreneurs should rely only on resources they are willing to lose, and self-selected stakeholders should be given the opportunity to shape the future of the venture in exchange for committing resources . While discovery-driven planning grants more prominence to resources than business planning, they both offer guidance on how existing resources should be allocated . Yet, neither method suggests strategies for how to acquire these new resources. Within design thinking, there do not appear to be recommendations around resource management. Prescriptive entrepreneurship discusses resources primarily as information about the possible discovered opportunities and provides ways to acquire new ones . Finally, the lean startup methodology cautions that frugality must be exercised in initial tests of the venture idea, before the commitment of any major resources. Here, ideas around the scarcity of resources crystallize into the forewarning to fail early and fast .

第二个概念维度是关于如何利用现有资源，并通过各种方法再次获取新资源。稀缺性资源在创业过程的任何阶段都发挥着重要和不可或缺的作用，而创业方法通常会提供获取和管理资源的建议。根据创业方法的总体逻辑，本文提出了不同观点的立场。效果逻辑强调手头的资源的动态性，要将注意力集中到两个问题上：创业者应该依靠他们愿意失去的资源，和自我选择的利益相关者应该有机会重新塑造企业的未来，以换取相应承诺的资源；尽管发现性驱动计划比商业计划更重视资源，但它们都提供了如何分配现有资源的指导。然而，这两种方法都没有提供如何获取这些新资源的方法；在设计思维中，似乎没有关于资源管理的建议；规范性创业主要是将资源作为有关可能发现的机会的信息来讨论，并提供获取新机会的方法；最后，精益创业提醒我们，在投入任何主要资源之前，必须在对创业理念进行初步测试保持节俭。在这里，关于资源稀缺的想法逐渐明确为早期和快速失效的预警。

4.3Knowledge expansion 知识拓展

The third conceptual dimension relates to activities aiming to expand the knowledge base beyond the level of personal and general knowledge an entrepreneur possesses at any given time in an entrepreneurial process. Knowledge plays an important role in entrepreneurship , and its importance is highlighted in most of the entrepreneurial methods. Except for business planning, in which the role of knowledge is more illustrative and representational,the other methods emphasize leveraging current personal and general knowledge in order to expand the repository of one’s own knowledge. Effectuation and prescriptive entrepreneurship strongly emphasize personal knowledge as the starting point , whereas other methods stress the importance of expanding the general knowledge base, regardless of its origin. A key observable difference between the methods has to do with ideas about how knowledge should be expanded .In effectuation, knowledge is expanded primarily when stakeholders in possession of newknowledge join the network, whereas in prescriptive entrepreneurship, the lean startup methodology, and design thinking, knowledge is expanded through carefully designed information gathering activities. These differences mirror the previously observed differences in conceptualizations of uncertainty management, suggesting a strong link between the acquisition of knowledge and the ability to manage uncertainty.

第三概念维度强调一些活动，它们扩大了创业者在创业过程中的知识，并超越了任何时刻他们个人所掌握的和一般性常识。知识在创业过程中扮演着非常重要的角色，它的重要性在大多数的创业方法中都得到了强调，不仅在商业计划中具有说明力和代表性，其他方法也强调利用现有手段增长知识从而扩大自己的知识库。效果逻辑和规范性创业方法强烈强调以个人知识为出发点，其他方法也强调扩展一般知识库的重要性，却不用考虑其来源，这两种方法之间的一个关键区别是与知识如何扩展的观念有关。实际上，知识主要在当有新知识的利益相关者加入时才会得到扩展；在规范性创业、精益创业和设计思维中，知识是通过精心设计的信息收集活动扩展的，这些差异反映了与之前观察到的不确定性管理的概念化方面的差异，表明知识的获取和管理不确定性的能力之间有很强的关联性。

4.4Redirection power 重定向能力

The fourth conceptual dimension concerns the degree to which the methods recognize entrepreneurs’agency over the entrepreneurial process, especially in relation to new information, failures, and surprises . Although all entrepreneurial methods except for business planning have a recursive understanding of the venture creation process, they permit varying degrees of process ownership . Business planning has a linear understanding of its prescriptions, and although in reality there may be redirections in the process, the method does not, explicitly or implicitly, provide advice in this regard. While effectuation, design thinking, and the lean startup methodology explicitly embrace surprises and contingencies , discovery-driven planning and prescriptive entrepreneurship guide entrepreneurs to avoid future surprises. It is important to note that, in principle, entrepreneurial methods are receptive to the idea of a change in direction. But a difference between the methods emerges with respect to the point at which these redirections happen. In effectuation, design thinking, and the lean startup methodology, redirections can happen any time new information is unearthed. In discovery-driven planning and prescriptive entrepreneurship, on the other hand, the decision to redirect is made at the end of a completed cycle. It is worth noting that, although discovery-driven planning and prescriptive entrepreneurship have incorporated redirectional ideas into their prescriptions , they fall short in providing explicit justifications for why these changes to direction in the face of emerging understanding are relevant and necessary.

第四个概念维度涉及方法在多大程度上认可创业者在创业过程中的作用，尤其是与新信息、失败和意外有关的因素。尽管除了商业计划之外，所有的创业方法都对创业创造过程有一个递归的理解，但它们也允许不同程度的过程所有权。商业计划对方法有一种线性的理解，虽然在实际过程中可能会发生重新定向，但该方法在这方面并没有提供明确或隐含的建议，而效果逻辑、设计思维和精益创业等方法，明确地包含意外和偶然性，发现性驱动计划和规范性创业指导创业者避免未来的意外。值得注意的是，从原则上讲，创业方法是可以接受方向上的改变的想法，但是在重定向发生的点上，两种方法之间出现了差异。在效果逻辑、设计思维和精益创业方法论中，只要有新信息被挖掘出来，就会发生重定向；另一方面，在发现性驱动计划和规范性创业方法中，重定向的决定是在一个完整的周期结束时才会做出的。尽管发现性驱动计划和规范性创业已经将重定向的想法纳入到他们的方法中去，但这也没什么用，因为它们没有提供明确的理由来说明为什么面对新兴理解时，这些方向上的变化是相关和必要的。

4.5Continuous learning 持续性学习

The fifth conceptual dimension refers to the role of feedback and how it provides learning opportunities for entrepreneurs during venture creation activities. Continuous learning from feedback plays an important role in shaping the trajectory of the entrepreneurial process . Feedback can be the outcome of a deliberate process of information gathering, as in the lean startup methodology, design thinking, and discovery-driven planning. It can also be the result of serendipity and happenstance, as in effectuation and prescriptive entrepreneurship . In all entrepreneurial methods except for business planning, a high value is placed on continuous learning and the philosophical grounding of the venture creation process in newly learned insights. Feedback from the external environment is stressed as a source of continuous learning . Effectuation deviates somewhat from the other methodologies by placing less focus on continuous learning as an inherent strategy and moreasa by-product of following other recommendations. The lean startup methodology and, to some extent, design thinking are more explicit, using validated learning as a cornerstone of their main ideas. Such a continuous learning necessitates a need for revisiting and revising transient assumptions held by entrepreneurs in the face of newly acquired information .

第五个概念维度涉及到反馈的作用，以及它如何在创业活动中为创业者提供学习机会。从反馈中不断学习在塑造创业过程的轨迹中扮演着重要的角色。反馈可以是经过深思熟虑的信息收集过程的结果，就像精益创业、设计思维和发现性驱动计划一样；它也可能是意外发现和偶然收获，就像效果逻辑和规范性创业。所有创业方法，除了商业计划之外，都高度重视持续学习和创业过程新学习的见解的哲学基础，持续性学习的一个来源就是外部环境的反馈。效果逻辑与其他方法有些不同，它较少的把持续学习作为一种固有的战略，而是更多地把它作为其他建议的副产品；在某种程度上，精益创业和设计思维则更加明确，将经过验证的知识作为其主要思想的基础。在面对新获取得的信息时，创业者需要持续的学习来重新审视和修正他所持的这种短暂的假设。

4.5Iterative process 迭代过程

The sixth conceptual dimension relates to the temporal and evolving nature of entrepreneurial models. Entrepreneurship is a dynamic process that requires flexibility and constant adaptation . All entrepreneurial methods, with the exception of business planning, describe models that allow entrepreneurs to react to new information and environmental conditions in dynamic and iterative ways. Regardless of the fact that these models could be understood as heuristics or algorithm-based, there is an explicit circular and repetitive aspect to them that suggests a continuous revising of assumptions and the reinvention of the process as new information is unearthed . A major difference between the models proposed in these methods is what triggers the restarting of the process. In effectuation, the restart occurs when new stakeholders join the process, bringing with them a new set of means and expanding the set of possible futures tocreate.Inthe other iterative models, the restart is triggered when new information is acquired through external sources as well as when the entrepreneur intuits a need to revise key assumptions. A subtle difference between methods is an emphasis on iteration. The lean startup methodology, design thinking, and effectuation are fundamentally grounded in iterative processes, whereas discovery-driven planning and prescriptive entrepreneurship include relatively minor feedback loops that may or may not result in iterative processes.

第六个概念维度涉及创业模式的时间和进化的本质。创业是一个动态的过程，需要灵活性和不断的适应性。除了商业计划之外，所有的创业方法都描述了一些模型，允许创业者以动态和迭代的方式对新信息和环境的变化作出反应，不管它们是启发式方法还是基于算法的模型，都有一个明确的循环和重复的方面，即随着新信息的出现，不断修正假设和重新启动这个过程，它们之间的主要区别是触发流程重新启动的原因。在效果逻辑中，当有新的利益相关者加入，带来一套新的方法并增加未来可能性的时候，这个流程就会重新启动；在其他迭代模型中，当创业者通过外部资源获得新的信息，或者直觉地认为需要修改关键假设时，就会触发重启，它们之间的细微区别是对迭代的强调。精益创业、设计思维和效果逻辑从根本上是基于迭代过程，而发现性驱动计划和规范性创业方法包括相对较小的反馈回路，这些回路可能会导致迭代过程，也可能不会。

4.7Stakeholder interaction 利益相关者之间的互动

The seventh conceptual dimension refers to the reliance on interactions with others. While it remains largely under-researched, intersubjectivity has had a central position in thinking about entrepreneurship . Entrepreneurs interact intensively with those who are directly involved in the process in various capacities as well as with more peripheral stakeholders who indirectly impact the direction of the venture creation process . Discovery-driven planning, prescriptive entrepreneurship, and business planning do not provide advice about stakeholder interaction. Instead, they focus on activities to be completed by the focal entrepreneur, that is, the entrepreneur who ownsthe initial idea and process and has the largest impact on the direction of the new venture .In effectuation, the lean startup methodology and design thinking interactions with stakeholders comprise important sources of feedback and new information . These interactions constitute a large proportion of key activities, especially in the early stages of the new venture development. In the lean startup methodology and designthinking, stakeholders are defined as users, consumers, and customers who provide valuable insights that can be incorporated into and contribute to the evolution of the venture idea. It is noteworthy that these entrepreneurial methods limit the involvemen to fusers and customersto soliciting feedback; in other words, they recommend keeping them at arm’s length. In contrast, effectuation regards stakeholders quite differently. Effectuation scholars define active stakeholders as any inpiduals who commit resources; these stakeholders are participating in the collective process of shaping the destiny of the new venture.

第七个概念维度是指对与他人互动的依赖。尽管还处于大量研究之中，但创业教育的作用在主体间一直处于中心地位。创业者会经常和那些参加各种活动的人密切互动，而这些人更多的是会间接的影响创业方向的人；发现性驱动计划、规范性创业和商业计划不提供关于利益相关者之间互动的建议，相反，他们关注的焦点是创业者要完成的活动，即拥有初始想法和流程、对新企业的发展方向有最大影响的创业者；效果逻辑、精益创业和设计思维与利益相关者的互动构成了反馈和新信息的重要来源，这些互动占了关键活动的很大一部分比例，尤其是在创业发展的早期阶段；在精益创业和设计思维中，利益相关者是指用户、消费者和提供了有价值的见解的客户，这些见解可以被整合到创业理念中，并对企业发展做出贡献。值得注意的是，这些创业方法仅仅将用户和客户的参与限制在征求反馈阶段，换句话说，他们建议与这些客户保持一定的距离。相比之下，效果逻辑对利益相关者的看法则截然不同，他们将任何提供资源的个人都称为活跃的利益相关者，他们都是积极参与塑造企业命运的人。

4.8Team collaboration 团队合作

The eighth conceptual dimension speaks to the role that inpiduals with complementary and perse skill sets play as team members in an entrepreneurial process. Team-based efforts are increasingly emphasized in entrepreneurship research as a means to elicit and capitalizeona larger set of heterogeneous competencies. An important difference observed among the methods pertains to ideas about teams. In effectuation, the team boundaries are highly fluid and dynamic. Anyone who commits resources can be considered a team member and can play a role in the future of the venture. The group that forms is referred to as the “network of stakeholders,”which is in many ways similar to what some of the other entrepreneurial methods label as a “team.” Effectuating inpiduals are difficult to replace, as they have key roles in shaping the direction of the venture. These roles emanate from the idiosyncratic qualities these inpiduals possess . Design thinking, the lean startup methodology, and prescriptive entrepreneurship view teams differently. They regard them as a group of inpiduals with complementary skill sets who become responsible for specific aspects of the venture creation process based on their unique skills . Inthese methods, most team members can be replaced by inpiduals who possess similar competencies. A key difference is that teams are more important in designthinking and less important in prescriptive entrepreneurship and the lean startup methodology. In discoverydriven planning and business planning, no explicit advice on teamwork or on necessity for collective efforts could be identified.

第八个概念维度是说，作为团队成员的、具有互补性和多样化技能的个人在创业过程中所扮演的角色。在创业研究中，越来越重视团队的努力，把团队作为引诱和利用更大范围的异类能力的一种手段，从这些方法中观察到一个重要的差异便是关于团队的想法。在效果逻辑看来，团队边界是高度流动和动态的：任何提供资源的人都可以被认为是团队成员，并可以在未来的创业中发挥作用，这样形成的团队被称为“利益相关者网络”，这在很多方面类似于其他一些创业方法所定义的“团队”；优秀的人才是很难被取代的，因为他们在塑造企业发展方向中扮演着关键角色，而这些角色源于这些个体所拥有的特质；设计思维、精益创业和规范性创业对团队有不同的看法，他们认为团队是一群具有互补技能集的个人，根据自己独特的技能，负责企业发展过程的特定方面。在这些方法中，大多数团队成员可以被拥有类似能力的个人取代，其中一个关键区别是，在设计思维中，团队相对更重要，而在规范性创业和精益创业中则相对不是那么重要；在发现性驱动计划和商业计划中，则没有明确的关于团队合作或集体努力方面的必要性的建议。

4.9Value creation 价值创造

The last conceptual dimension concerns the creation of value for entrepreneurs and others who may benefit from the outcome of the venture creation process. Creation of value, regardless of its recipients, is often the ultimate goal of the entrepreneurial process . All entrepreneurial methods except for business planning put value creation at the center. They make the venture creation process conditional on providing value to entrepreneurs and their teams, to active stakeholders, and/or to users and customers. This does not imply that business planning activities and outcomes fail to create value for entrepreneurs. They indeed help create legitimacy and act as a marketing tool to attract investors.Rather, the activities as part of it are not designed primarily to provide explicit value to external stakeholders. While the prime beneficiaries of value in effectuation, is discovery-driven planning, prescriptive entrepreneurship, and the lean startup methodology are entrepreneurs and their collaborators, design thinking consumers . Amid these subtle differences, Table 2 captures the role of value creation as an important factor for organizing new venture creation activities.

最后一个概念维度涉及到为创业者和其他可能从创业结果中受益的人的价值创造。不管它的接收者是谁，创造价值通常是创业的最终目标。除了商业计划外，所有的创业方法都以价值创造为中心，他们以为创业者及其团队、积极的利益相关者和/或用户和客户提供价值为条件，但这并不意味着商业计划的活动和结果不能为创业者创造价值，因为它们确实有助于创造合法的、并作为吸引投资者的营销工具。相反，这些活动的主要目的并不是为外部利益相关者提供明确的价值。效果逻辑的主要受益者是发现性驱动计划、规范性创业和精益创业，是创业者及其合作者、设计思想的消费者。在这些微妙的差异中，表2抓住了在创业活动过程中，价值创造所扮演的的重要角色。

Discussion讨论

Table 3 summarizes the findings from the previous section, attempting to clarify similarities, differences, strengths, weaknesses, overlaps, and gaps on a conceptual level across all of the surveyed entrepreneurial methods. This is the first effort of its kind to compare entrepreneurial methods along nine broad conceptual dimensions. Each cell in Table 3 contains typical prescriptive statements, which have been either clearly articulated in the methodologies or inferred by the authors of thisarticle. Table3 also reveals conceptual gaps in some of the methods, particularly in business planning, underscoring the need for improvements.

表3总结了上一节的研究成果，试图在概念层面上阐明所有被调研的创业方法的相似性、差异性、优势、劣势、重叠点和差距，这也是第一次在九个概念维度上比较这些创业方法。表3中的每个单元格都包含典型的规范型陈述，这些陈述要么在方法论中清晰地表述出来，要么是由作者推断出来。表3还显示了一些方法在概念上的差距，特别是在商业计划，强调需要改进的必要性。

While some methods appear similar upon first glance, variations in the details are often relatively large. Whereas effectuation calls for entrepreneurs to manage uncertainty by taking action to create the future, in the lean startup methodology, entrepreneurs discover the future through testing carefully designed hypotheses. Effectuation further advises entrepreneurs to expand self-knowledge through introspection ,in contrast to design thinking,in which entrepreneurs derive knowledge through observational studies of other people. While effectuation defines a redirection situation as an opportunity to “leverage contingencies,”the lean startup methodology frames redirection as an unfortunate but necessary “pivot”. In the lean startup methodology and in effectuation, continuous learning comes primarily from interactions with customers and stakeholders, respectively, whereas in design thinking, continuous learning comes primarily from testing prototypes on users. Effectuation describes the iterative process as revolving around stakeholder commitments, where as it erations in the lean start up methodo logy and design thinking have to do with building frugal prototypes. Effectuation is largely focused on value creation for oneself and the team, whereas the lean startup methodology and design thinking are focused on value creation for others .

虽然有些方法乍一看很相似，但细节上的差异还是比较大的。效果逻辑要求创业者用行动来创造未来和管理不确定性，精益创业通过测试精心设计的假设来探索未来；效果逻辑进一步建议创业者通过内省来扩大自我认识，而设计思维则是创业者通过对他人的观察研究来获取知识；效果逻将重定向定义为“利用偶发事件”的机会，而精益创业方法将它定义为不幸但必要的“枢纽”；在精益创业和效果逻辑中，持续性学习主要来自于与客户和利益相关者的互动，而在设计思维中，这主要来自于在用户身上的原型测试；效果逻辑将迭代过程描述为围绕利益相关者承诺的循环，而精益创业和设计思维的迭代与构建节俭的原型有关；效果逻辑主要关注为自己和团队创造价值，而精益创业和设计思维主要强调为他人创造价值。

Table 3 also illustrates some key differences between entrepreneurial methods along the nine conceptual dimensions. Stakeholder interaction is a key theme in effectuation and in the lean startup methodology. It is present in design thinking alongside the imperative of observing stakeholders. It is, however, largely absent in discovery-driven planning, prescriptive entrepreneurship, and business planning. Team collaboration is a key theme only in design thinking. It is partly or completely absent in the other entrepreneurial methods

表3还说明了创业方法在9个概念维度上的一些关键差异。在效果逻辑和精益创业中，利益相关者之间的互动是其中的一个关键主题，它不仅存在于设计思维中，还存在于观察利益相关者的必要性中，但是在发现性驱动计划、规范性创业和商业计划中，它在很大程度上是缺失的。团队合作才只有在设计思维中才是关键主题，但是在其他创业方法中则是部分或完全缺失的。

5.1Analytical visual comparison across methods and dimensions

跨方法和跨维度的可视化分析比较

In order to more powerfully illustrate the conceptual similarities and differences in Tables 2 and 3, the authors created a figure to show the weights assigned to each of The nine conceptual dimensions according to the extent to which they are emphasized by a given entrepreneurial method. A set of qualifying criteria was developed to assign a grade for each dimension on a scale of 0 to 3. If a dimension was deemed fundamental to the theory or prescriptions of a given method, then it was considered a backbone dimension and was given a grade of “3” for that particular method. If an entrepreneurial method directly referred to a dimension in iscussions or prescriptions, that dimension was given a grade of “2” for that particular method. If a method made indirect or implicit reference to a dimension by touching upon similar or related concepts, a grade of “1” was given to that dimension for that particular method. And lastly, if an entrepreneurial method did not explicitly or implicitly address any aspects of a dimension, and it could be safely assumed that this dimension did not inform any relevant aspect of that particular method, a grade of “0” was given to that dimension. This quantitative exercise resulted in Fig. 2, which shows how the entrepreneurial methods compare to one another and to effectuation.

为了更有效地说明表2和表3中的概念的相似性和差异性，作者创建了一个图表，根据指定的创业方法所强调的范围，来显示分配给这9个概念维度的权重，并为此还特地制定了一套标准，让每个维度在0到3的等级上进行分配。如果某个维度被认为是该方法的理论或基础，则该维度被视为骨干维度，它的级别就是“3”级；如果某个方法直接涉及讨论或方法中的一个维度，那该维度的等级就是“2”级；如果某个方法通过接触相似或相关概念间接地引用了某个维度，那该方法在这个维度的等级就是“1”级；最后，如果某种方法没有明确或含蓄地解决某个维度的任何方面，并且可以安全地假定该维度未提供这个方法的任何相关方面，则该方法在这个维度的等级就是“0”级。于是，根据这项定量的研究得出了图2。该图显示了创业方法相互之间、并与效果逻辑是如何比较的。

The inter-rater agreement betweenthetwo authorswho independently conducted grading was relatively high, with 41 of the 54 grades being the same. Consensus was achieved in the remaining dimensions through extensive discussions among theauthors and a detailedreview of literature. The 13 grades requiring such discussions and reviewing were distributedas follows: three each on team collaboration andvalue creation; two each on resource management, continuous learning, and iterative process; and one on knowledge expansion. All grades on uncertainty management, redirection power, and stakeholder interaction were in agreement between the two authors. The entrepreneurial methods involved the most in such discussions were those that were given a low grade, since absence of a dimension proved to be more difficult to substantiate than presence.

注释2：进行独立评分的两位作者之间的一致是性较高的，其中54个等级中有41个是相同的。两位作者通过广泛的讨论和对文献的详细回顾，最终在其余的维度上也达成了共识。需要讨论和评比的13个等级分布如下：三个是单独的团队协作和价值创造；两个是关于资源管理、持续性学习和迭代过程；一个是知识扩展。在不确定性管理、重定向能力和利益相关者互动的所有等级方面，他们俩是一致的。这种讨论中涉及最多的创业方法是那些评分较低的方法，因为事实证明，没有维度等级比有等级更难以证实。

While the grading exercise is subjective, the resulting figures illustrate patterns of potential relevance to the comparison. A similarity across most of the entrepreneurial methods is an emphasis on knowledge expansion, value creation, and iterative process, as well as a lack of emphasis on team collaboration. Given the methods were developed largely in isolation from one another, these similarities are somewhat unexpected. Some differences are also visible. Three of the entrepreneurial methods address the nine dimensions more comprehensively than the others: effectuation, the lean startup methodology, and design thinking. Moreover, redirection power and stakeholder interaction are important differentiators between them and the others. Business planning is largely mute on many of the nine dimensions.

虽然评分工作是主观性的，但得出的数字说明了与比较可能有关的模式。大多数创业方法的一个相似之处是强调知识扩展、价值创造和迭代过程，但是缺乏对团队合作的重视。考虑到这些方法在很大程度上是在彼此孤立的情况下发展起来的，因此这些相似之处多少有些出人意料，但一些差异也是显而易见的，其中效果逻辑、精益创业和设计思维这三种方法就比其他方法更全面地指出了这九个维度。此外，重定向能力和利益相关者的互动是区分这几个维度的重要因素。在这九个维度中，商业计划在许多方面基本上是沉默的。

Although some of the entrepreneurial methods incorporate most of the nine dimensions, they can nevertheless benefit from further elaboration in order to makethem more comprehensible. For instance, the fact that effectuation is graded highly on stakeholder interaction does not necessarily mean that practical pointers are given for how inpidual entrepreneurs can form and leverage such interactions. In a similar fashion, the fact that the lean startup methodology is graded highly on continuous learning does not necessarily mean that the prescribed learning mechanisms are grounded in a theoretical understanding of continuous learning. In sum, the fact that an entrepreneurial method emphasizes a particular dimension does not make the emphasis actionable or rigorous.

虽然某些创业方法包含了这九个维度的大部分内容，但它们仍可以从进一步完善中受益，以使其更易于理解。比如，效果逻辑的利益相关者在互动性方面得分很高，但并不一定意味着它给出了个人创业者如何形成和利用这种互动性性的指示；同样的，精益创业在持续性学习上得分很高，也不一定意味着规范的学习机制是建立在对持续学习的理论理解之上。总而言之，创业方法强调的是一种特定的维度，但这种强调并不具有可操作性和严谨性。

In an attempt to deepen the surface-level observations for gaps, similarities, and differences shown in Table 3 and Fig. 2, two key themes will now be explored. The first describes two approaches to bridge the rigor–relevance gap in entrepreneurship. The second highlights three different venture phases, with implications for which methods are appropriate to follow during each phase.

为了加深对表3和图2所示的差距、相似点和差异的表层观察，这里将探讨两个关键主题。第一个主题描述了弥合创业过程中有关严谨性-相关性差距的两种方法，第二个主题重点介绍了三个不同的创业阶段，以及在每个阶段中应遵循的方法。

5.2Bridging the rigor–relevance gap: two new ways

弥合严谨性-相关性差距的两种新方法

A key difference between the entrepreneurial methods compared here is their origins: some are scholarly grounded and others are practitioner-grounded. This was a purposeful sampling strategy, and the comparison conducted here sheds a new light on this key difference on a deeper level. Table 1 revealed that effectuation, discovery-driven planning, and prescriptive entrepreneurship are lacking on the level of tactics, especially when compared to practitioner-grounded entrepreneurial methods that offer rather large toolkits for managing different aspects of the venture creation process. Previous research indicates that, in order to trigger actions, detailed instructions and prescriptions for behavior must be given . If behavioral tactics are what make entrepreneurial methods actionable and in turn relevant to practitioners , Table 1 can explain why practitioner grounded entrepreneurial methods are so widespread, as evidenced by Blank and Christiansen . This also lends credence to previous claims that scholarly grounded methods are difficult for practitioners to understand . In the same vein, Fisher notes hatitis “really difficult for a wide audience to understand and interpret what is meant by effectuation.” This comparison has illuminated, in a novel way, reasons why many scholarly grounded entrepreneurial methods are perceived by many as lacking practical relevance.

这里所比较的创业方法的一个关键区别是它们的起源：有些起源是基于学术性的，有些是基于实践性的，这是一种有目的的抽样策略，目的是在更深层次上揭示了这一关键差异。表1显示，效果逻辑、发现性驱动和规范性创业是缺乏策略的，尤其是与实践派创业方法相比，后者为管理创业过程的差异方面提供了相当大的帮助。先前的研究表明，为了触发行为，必须给出详细的指示和行为方法。如果行为策略使创业方法具有可操作性，并反过来与实践者产生关联，那么表1就可以解释为什么实践派的创业方法应用如此广泛，正如Blank和Christiansen所证明的那样，而这也印证了之前的说法，即以学术派的方法很难被实践者理解。同样，Fisher指出，“对于广大受众来说，理解和解释效果逻辑的含义真的很难，就像帽子戏法一样，这种比较以新颖的方式阐明了为什么许多人认为实践派创业方法是缺乏实际意义的原因。

While Table 1 shows that all the entrepreneurial methods exhibit an overarching logic of some kind, the more fine-grained analysis in Table 2 reveals a number of shortcomings for practitioner-grounded entrepreneurial methods in terms of theoretical basis. Neither business planning nor design thinking provides articulated underpinnings of uncertainty management. Moreover,while the lean startup methodology discusses uncertainty to some extent, it does not engage in an ontologically or epistemologically sound discussion around what constitutes uncertainty, beyond referring to the need to eliminate it from entrepreneurial processes. Given that uncertainty is a fundamental charac teristic underlying entrepreneurship , its absence or weak presence in practitioner grounded entrepreneurial methods may indicate a lack of rigor. These key differences are illustrated through a polar chart in Fig. 3, which shows an evaluation of the six entrepreneurial methods in terms of core, explicit, implicit, or no focus in discussions on uncertainty management.

虽然表1显示了所有的创业方法都表现出某种总体逻辑，但表2更细致的分析并揭示了实践派创业方法在理论基础方面的一些缺陷。无论是商业计划还是设计思维，都没有为不确定性管理提供明确的基础。此外，尽管精益创业在一定程度上讨论了不确定性，但除了提到从创业过程中消除不确定性的必要性外，并没有就构成不确定性的因素进行一种本体论或认识论上的合理讨论。考虑到不确定性是创业过程的一个基本特征，而在实践派创业方法中较弱的存在感表明它可能缺乏严谨性。这些关键差异都通过图3的极坐标图进行了说明，显示了在不确定性管理的讨论中，对核心、显性、隐形或不集中的六个创业方法的评估。

This article provides a more fine-grained analysis of key characteristics of the rigor–relevance gap in relation to the six entrepreneurial methods. None of the surveyed methods are currently capable of fully bridging the rigor–relevance gap. In order to successfully do this, scholarly grounded methods need to be stronger on the level of tactics. Practitioner-grounded entrepreneurial methods, on the other hand, could benefit from improvments in the areas of ontology and epistemology in general and on their view of uncertainty management in particular.

本文对六种创业方法的严谨性-相关性差距的关键特征做了更为细致的分析，目前所调研的方法中没有一种能够完全弥合严谨性-相关性之间差距。为了成功做到这一点，需要在战术层面上加强实践派方法。但是，另一方面，实践派创业方法可以从本体论和认识论领域的总体改进中受益，特别是在对不确定性管理方面的改进。

5.3importance of the venture phase for methodological fit

方法匹配在创业阶段的重要性

Depending on which phase an entrepreneurial venture is in, redirection power in Table 2 seems to covary. In the early phase of a venture, redirection power, continuous learning, and relentless expansion of the knowledge baseare to be expected. Anexample of an entrepreneurial method that corresponds to the early phase is effectuation. In this early phase, whoever joins the venture will be a potential “stakeholder”, is allowed to reorient the venture, and will determine the path forward . Formal roles do not matter much since everyone is a stakeholder cocreating the journey, and any decision is the result of a joint process involving multiple negotiations and interactions among the stakeholders on board . In fact, one could argue that effectuation shies away from the notion of a core venture team and instead takes a more expansive view of a network of stakeholders, who eventually coalesce into a founding team . This is similar to the notion of a nonteleological endeavor, in which arrival at an emerging goal is the outcome of the process itself .

根据企业所处的阶段不同，表2中的重定向能力似乎也有所不同。在创业的早期阶段，重定向能力、持续性学习和知识库的不断扩展是可以预料到的，可以和这个阶段想匹配的方法是效果逻辑。在这个阶段，无论谁加入企业都将是一个潜在的“利益相关者”，都可以重新定位企业，并决定企业前进的方向。正式的角色并不重要，因为这个过程是每个利益相关者共同创造的，任何决策都是共同经历的结果，是包括董事会成员之间的多次谈判和互动的结果。事实上，可能有人会说，效果逻辑与核心风险团队的概念背道而驰，取而替代的是以更广泛的视角看待利益相关者这个网络，因为他们最终会合并成一个创始团队。这有点类似于非目的性努力的概念，即一个新兴目标的达成是这个过程本身的结果。

In a later phase of the venture, there is a need for more structure . Two prime examples are design thinking and the lean startup methodology. Here, redirection power, continuous learning, and knowledge expansion are more structured and organized through the process of hypothesis testing. Goals and visions are articulated by a small team known as”founders” or “team members”. The interactions are more formal and transactional than in effectuation, distinguishing those driving the process from their “customers” or “users”. Here, redirection power is still quite high, but it is exploited at specific points in time. It is also referred to as“pivot” or “iteration”. It reflects a higher degree of complexity and relies on clear roles and pision of labor. The roles of the focal entrepreneur or the founding team are more prominent in these methods and the losses are less affordable due to more time and resources having been invested into the process of a later phase venture.

在创业的后期阶段，需要更多的组织结构，设计思维和精益创业方法就比较符合这个阶段。在这里，通过检验假设的过程，使重定向能力、持续性学习和知识扩展更加的结构化和组织化。企业的目标和愿景由一个被称为“创始人”或“团队成员”的小团队链接起来，比起效果逻辑，它的交互更加正式和务实，从而通过这个过程将他们的“客户”和“用户”区分开来，这个阶段，重定向能力仍然很重要，但它只是在特定的时间点被开发利用，因此也被称为“枢轴”或“迭代”，它反映了更高程度的复杂性和依赖于明确的角色和分工。由于在后期创业过程中投入了更多的时间和资源，因此创业者或创始团队等重要角色在这些方法中的作用将会更为突出，一旦出现差错，后果将是难以承受的。

In mature ventures, redirection is not an affordable or desirable option except in very specific situations. An example of an entrepreneurial method appropriate here is business planning. This method exhibits little to no emphasis on redirection, continuous learning, or continuous knowledge expansion . Instead, it translates what is already known into plans before starting the journey and at predefined times throughout the journey. Business planning is focused on the execution of a goal defined at the outset, and all the activities are designed to further progress toward that goal . An emphasis on necessity to plan carefully and avoid redirection whenever possible could be due to an implicit assumption that losses in mature ventures can be costly, as exemplified by later stage venture financing. Venture capitalists often request to review business plans before investing large amounts of money into a venture .

在一个成熟的企业中，除非在非常特殊的情况下，否则重新定向不是一个可以负担得起和理想的选择，而商业计划就是比较适合这个阶段的方法。这种方法很少甚至不强调重新定向、持续性学习和持续知识扩展。相反，它是在创业之前或具体实施之前就已经按照预定的时间将已知的信息转化为计划。商业计划的重点是执行起初就已经确定的目标，所有的活动都是为了进一步朝着这个目标前进，它强调必须仔细规划和尽可能避免改变方向。可能是因为有一种隐含的假设，即成熟企业的投资损失是最昂贵的，所以这一点在后期风险投资也得到了证明：风险投资家在投入大量资金之前通常会要求评估公司的商业计划。

The key differences that this venture phase observation makes explicit are illustrated in a polar chart in Fig. 4. This chart shows an evaluation of the six entrepreneurial methods in terms of a core, explicit, implicit, or no focus on redirection, based on Table 2 and Fig. 2. A key implication here is that the choice of entrepreneurial method is highly contingent upon the phase of the venture. Existing venture phase models articulated in extant literature could then perhaps be applied when deciding which entrepreneurial method is appropriate to use . This has also been tentatively proposed recently , building on a four-phase model consisting of idea phase, prestartup phase, startup phase, and post startup phase . In this case, effectuation could then be positioned as useful primarily in the idea and pre-startup phases, design thinking and the lean startup methodology could be useful primarily in the pre-startup and startup phases, and discovery-driven planning and business planning could be useful primarily in the startup and post startup phases. This, however, must be viewed as a tentative proposition. No empirical research has yet been conducted on covariance between venture age, size, and growth rate, on the one hand, and multiple entrepreneurial methods used successfully, on the other hand. Venture phase models can also be misleading, resting on a false assumption that entrepreneurship is a linear and predetermined journey of growth . Further, some entrepreneurial methods are opposing the claim implicit in phase models that entrepreneurial processes are linear .

在图4中，我们可以清楚地看到创业阶段的主要差异。基于表2和图2，这张图显示了对六种创业方法的评价，包括核心、显性、隐性和非焦点重新定向等方面。这里的一个关键暗示是，创业方法的选择在很大程度上取决于创业所处的阶段。在选择用哪种方法的时候，现存文献显示的创业阶段模型会比较准确，但是最近也有人提出了一个创意阶段、启动前阶段、启动阶段和启动后阶段等由四个阶段组成的假设模型。在这个模型下，效果逻辑在创意初期阶段和启动前阶段占据重要位置；在启动前和启动阶段，设计思维和精益创业占据要位；在启动阶段和启动后阶段，发现性驱动计划和商业计划是最有用的。然而这仅仅是一个实验性的提议，一方面，是因为关于创业年龄、规模和增长率与多种创业方法成功运用之间的变量没有实证研究；另一方面，如果这个模型是建立在一个错误的假设之上的话，那么它就可能会产生一个误解，即创业是一个线性的、预先就确定的成长旅程。此外，一些创业方法也反对这个模型中隐含的创业过程是线性的主张的说法。

Despite the challenges in aligning entrepreneurial methods to existing venture phase models, the methods do seem to be complementary over time. When the stakes are low in a new venture, the applicable method might be effectuation, followed by a move to applying the lean startup methodology when the stakes are slightly higher. Then the time arrives for a venture ramp-up, for example, when bringing in large amounts of venture capital. At this stage, few investors would be willing to commit resources unless they were shown a detailed plan or proposal of some kind. Furthermore, having no explicitly stated goals necessitates constant change ,having fluid goals facilitates change , and having fixed goals leads to inflexibility in the face of change .

尽管在将创业方法与创业阶段模型相结合存在挑战，但随着时间的流逝，这些方法似乎是可以互补的。当一个新公司的风险较低时，效果逻辑可能就是适用的方法；在风险较高的时，适用精益创业；然后到了风险投资的时候，例如在引入大量风险资金时，除非向投资者展示详细的计划或提案，否则很少有投资者愿意进行资金投入。此外，如果没有明确的目标就需要不断进行改变，比如将效果逻辑视为非目的性的努力；而有流动性的目标会促进改变，就像精益创业和设计思维；有固定目标会导致在面对变化时缺乏灵活性，比如商业计划、发现性驱动计划和规范性创业。

To avoid premature assignment of entrepreneurial methods to certain venture phases, a venture phaseagnostic metaphor of boating is proposed here to inspire future research.The size of the boat represents the phase of an entrepreneurial venture. Applying effectuation could then be viewed as traveling in a rowboat, where whoever boards the rowboat is allowed to row and thus reorient its direction somewhat. Any loss in speed or even of the boat itself is affordable, since the pace is slow and the boat is small. Space is limited, so each passenger needs to bring something of value on the journey. Applying the lean startup methodology could be viewed as traveling in a sailboat, where a redirection is analogous to upwind sailors tacking into the wind incarefully planned maneuvers. The more formal roles of a founder and a team are analogous to a captain and a sailboat crew, respectively, being a necessity on a more expensive and complex boat traveling in more dangerous waters. Applying business planning could be viewed as traveling in a large ferry toward a carefully planned destination, and where a loss of the boat is very costly.

因此，为了避免过早地将创业方法和特定的创业阶段所绑定，本文提出了一个创业阶段的“划船”比喻，来启发未来的研究。船的大小代表了创业的各个阶段：皮划艇上的旅行可以看作是效果逻辑的应用，任何登上艇的人都可以划船，从而在某种程度上重新调整了船的方向；而任何速度的损失，甚至是船体本身的损失都是可以承受的，因为船小，速度慢，空间有限，所以每位乘客在旅途中都需要带些有价值的东西；帆船上的旅行可以看作是精益创业的应用，在帆船上重定向能力类似于逆风的水手在大风中整齐规划的动作，创始人和团队重要成员角色类似于船长和船员，在更昂贵、更复杂的船只上，在更危险的水域航行是必需的；乘坐大型渡轮前往一个精心规划的目的地可以看作是商业计划的应用，这个时候船只的损失的代价是非常昂贵的。

Implications影响力

6.1Implications for theory 对理论的影响

A key theoretical implication of this study is that scholars can use the key strengths of some entrepreneurial methods to improve aspects of other entrepreneurial methods that require theoretical and practical development. In particular, insights from this enquiry enable scholars to take advantage of the theoretical strengths that effectuation is grounded in and the strengths around actionable, tactical prescription that the lean startup methodology and design thinking provide. Our study also shows weaknesses among the six methods, especially in the areas of team collaboration and contextual sensitivity. For example, it might not make much sense to give effectuation based advice when potential losses are far from affordable, or when roles and responsibilities are already established and when continuous redirection of strategic choices is a less viable strategy.

这项研究的一个重要理论影响是，学者可以利用某些创业方法的主要优势来改善那些需要理论和实践发展的方法，尤其是从这个研究中获得的见解可以让学者们充分利用效果逻辑的优势，它是由精益创业和设计思维方法提供的可操作、具有战术方法的优势。同时，我们也研究了这六种方法的弱点，特别是在团队合作和情境敏感性方面。比如，当潜在的损失远远超出承受极限、或者角色和责任已经确定时，而持续重定向的战略选择不太可行的时候，这时提出基于效果逻辑的建议可能就没有多大意义了。

To advance beyond the current state of entrepreneurial methods,researchers need to recognize entrepreneurial methods as a legitimate field of scholarly inquiry. One way could be to adopt an integrated approach, combining different methods into more comprehensive meta-methods that are both “theoretically-driven and empirically-tested” in a broad variety of contexts and situations. Such work could be guided by the three-tiered framework and the nine conceptual dimensions put forth in this article and could draw from and relate to extant literature, such as venture success factors and innovation and startup ecosystems ,among others. An integrated approach could also further the development of a prescription-based and pragmatic view of the entrepreneurial process. It is argued in this article that a combined view may be the most accurate and effective one. Perhaps entrepreneurship is when inpiduals manage uncertainty by expanding their knowledge and resource base through continuous learning from feedback, in an iterative and interactive manner involving close collaborators, acting to create new kinds of value for oneself and for others.

为了超越目前的创业方法，研究人员需要承认创业方法是一个传统的学术研究领域。有一种方法，可以将各种不同方法融合成一个更综合性的元方法，它既有“理论驱动性，又有实证分析性”，可以在一个更宽泛的环境和情境下使用，而这项工作就可以在本文提出的三层框架和九大概念维度的指导下进行，并可以借鉴现有的文献，如《创业成功因素》及《创新和创业生态系统》等，而且这个方法还是可以进一步完善实践派方法和更务实的创业观。所以本文认为, 综合性的方法可能是最准确和最有效的。也许创业就是个人通过从不断从反馈中学习，以迭代和互动的方式来扩展他们的知识和资源库，通过密切的合作者的参来管理不确定性，为自己和他人创造新的价值。

6.2Implications for practice 对实践的影响

Some key implications for practice are also evident. Entrepreneurs should reflect critically on advice given to them to decide if and when an entrepreneurial method is suitable for their purposes, taking into consideration development stage and context . Ease of use does not imply future venture success. The lack of theoretical rigor among the entrepreneurial methods, especially in the areas of uncertainty management and team collaboration, suggests that entrepreneurs might need to develop their own comprehensive understanding of these two key issues. For example, the methods have a tendency to provide ready-made answers instead of inspiring entrepreneurs to undertake their own processes of discovery when facing an unknown situation. Entrepreneurs could also benefit from being aware of the shortcomings of business planning, in terms of its misalignment with many key dimensions of the entrepreneurial process. Early-stage financiers could take stock of this discrepancy and draw upon other entrepreneurial methods when assessing which ventures to fund. If scholars act upon the theoretical implications mentioned above, entrepreneurs will have access to more comprehensive and empirically studied meta-methods that place the context and development stage of the venture at the center of prescriptive efforts.

对实践中的一些关键影响也是显而易见的。创业者应批判性地考虑别人提供给他们的建议，并综合考虑创业所处的阶段和背景，来决定是否以及何时采用适合自己的创业方法。易用性并不意味着未来的创业会成功。由于创业方法之间缺乏理论上的严谨性，尤其是在不确定性管理和团队合作方面，这说明创业者可能需要对这两个关键问题形成自己的全面理解。比如，这两种方法都倾向于提供现成的答案，而不是激励创业者在面对未知情况时进行自我发现；创业者还可以从认识到商业计划的缺点中获益，因为它与创业过程的许多关键方面不协调。早期的融资者可以评估这种矛盾，并在评估要投资哪些企业时借鉴其他创业方法。如果学者们根据上述理论含义采取行动的话，创业者们将有机会获得更全面和更具实证研究的元方法，将企业的背景和发展阶段置于规范型努力的中心。

6.3Implications for educators and policymakers 对教育者和决策者的影响

This study also has implications for educators and policymakers. Educators can now use the three-tiered framework and the nine conceptual dimensions to help students make sense of the existing entrepreneurial methods, illustrating their strengths, weaknesses, and complementarities. The temporal, contextual, directional, and uncertainty-related differences presented here can also be explored in more depth in academic settings as a way of teaching and communicating them more effectively. The rigor–relevance gap, exhibited by entrepreneurial methods as well as other submanagement theories, calls for attention from educators who rely on these methods in practically oriented courses and modules. Educators could communicate with students in a transparent manner about limitations in theoretical rigor, applicability, actionability, empirical evidence base, and contextual sensitivity. Methods that are exciting or convenient to teach, such as the lean startup methodology and business planning, are not effective in all settings. Moreover, policymakers could address these shortcomings in research, education, and entrepreneurial ecosystems by demanding more practical relevance from their research grants. In this way, policymakers could inspire researchers, educators, incubator and accelerator coaches, university officials, entrepreneurship consultants, ecosystem designers, and others to raise the bar for theoretical rigor and at the same time, for contextual relevance and applicability. These efforts would strengthen the empirical evidence base of the entrepreneurial methods that are being studied, recommended, and implemented in a multitude of settings.

这项研究对教育工作者和决策者也有一定的影响。教育工作者现在可以使用三层框架和九大概念维度来帮助学生理解现有的创业方法，说明他们的优势、劣势和互补性，也可以在学术环境中更深入地探讨此处介绍的时间上、语境上、方向性和与不确定性相关的差异，让它成为一种更有效的教学和交流的方式。由创业方法以及其子管理理论所表现出的严格相关性的差异，呼吁教育工作者关注这些教授实践为方向的课程和模块的方法。教育工作者可以用透明的方式与学生交流有关理论严谨性、适用性，可操作性、经验主义的论证基础和上下文情境等方面的限制。精益创业和商业计划等令人兴奋或易于教受的方法也并非在所有情况下都有效。此外，决策者可以要求他们的研究资助具有更实际的相关性来解决研究、教育和创业生态系统中的这些缺陷，只有这样，才可以激励那些研究员、教育工作者、孵化器和加速器教练、大学官员、创业顾问、生态系统设计师，同时提高上下文语境和适用性的理论严谨性的门槛。所有这些努力都会加强正在多种环境下研究、推荐和实施的创业方法的经验主义证据基础。

Conclusions 结论

The comparison undertaken here has positioned empirical, theoretical and prescriptive work on entrepreneurial methods as an emerging scholarly field of not only inquiry but also of design . Instead of studying effectuation as a dominant logic for “the entrepreneurial method” , scholars and practitioners could use the plural term “entrepreneurial methods” as a vehicle for coming together in co-creation efforts to bridge a rigor-relevance gap. This could be a pragmatic way to make the entrepreneurial process more explicit, graspable, teachable, and ultimately more successful. Such collaborative work will likely require a partial departure from detached observation-based research methods and instead require researchers to work closely with practitioners in prescriptive endeavors where empirical data is rigorously collected around what works, when, for whom, and in which context.

本文所进行的比较，将创业方法的经验性、理论性和规范性工作定位为研究和设计的新兴学术领域。与将效果逻辑作为“创业方法”的主导逻辑进行研究不同，学者和实践者可以将多种形式的创业方法当做工具共同努力，来弥合严谨相关性方面的差距，这可能是一种使创业过程更加明确、易理解、可教，并最终更成功的一种务实方式。但是这样的合作可能需要部分远离基于观察的研究方法，而需要研究人员与实践者以规范性方式努力开展工作，紧密合作，严格收集那些围绕什么工作、什么时候、为了谁和在什么情况下工作这些经验性的数据。

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