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Article summary:
1. This paper examines the concept of strategic entrepreneurship (SE) in the context of the U.S. console video game industry, where new market spaces constantly emerge around hit games and SE is a valuable means for firms to explore and exploit opportunities created by uncertainties and discontinuities.
2. The paper argues that two key resources—experience and networks—have convergent (versus divergent) effects on both opportunity-seeking activities (market entry timing decisions) and advantage-seeking activities (entrant performance).
3. The findings suggest that while the initial conceptualization of SE assumes a harmonious and simultaneous pursuit of opportunity-seeking and advantage-seeking activities, the kind of resources these two aspects of SE require are not perfectly aligned.
Article analysis:
The article is generally reliable in its presentation of the concept of strategic entrepreneurship (SE), its theoretical background, research setting, data sources, analysis, results, discussion, implications for research and practice, as well as its conclusion. The authors provide a comprehensive overview of SE's dynamic tension in the context of the U.S. console video game industry, which is highly competitive and dynamic with new market spaces constantly emerging around hit games. They also present a thorough review of prior literature on SE to support their arguments about how experience and networks shape opportunity-seeking activities by influencing how firms identify and sort through market signals to sense emerging market demands; they also affect advantage-seeking activities by channeling deep knowledge and strong expertise that are essential for successfully exploiting the market opportunity.
The authors' use of archival data on the industry context as well as first-hand interviews with industry insiders provides evidence for their claims about how experience and networks shape both entry timing decisions and entrant performance in this particular setting. Furthermore, their statistical analysis reveals an interesting tension between these two types of resources: while some resources have convergent impacts on entry timing and performance, others have divergent effects on these two outcomes. This finding suggests that entry and performance require different configurations of resources over time as markets evolve.
The article does not appear to be biased or one-sided in its reporting; it presents both sides equally without any promotional content or partiality towards either side. It also notes possible risks associated with engaging in SE such as tradeoffs between exploiting current competitive advantages versus exploring for emerging opportunities due to limited resources available to firms. In addition, all claims made are supported by evidence from prior literature or from empirical analysis conducted