Research Interests: technology entrepreneurship, early stage strategy evolution, technological innovation
Jacqueline (Jax) Kirtley studies how strategy and technology evolves in early stage entrepreneurial firms developing revolutionary and disruptive technologies. Her dissertation entitled: “How Strategy Evolves in Entrepreneurial Nascent Technology Firms” is a longitudinal field study of strategy and technology product evolution at seven early stage energy and cleantech hardware firms. She is a Kauffman Dissertation Fellow and an INFORMS/Organization Science Dissertation Proposal Competition Finalist.
Jax did her doctoral studies in the Strategy & Innovation Department at Boston University’s Questrom School of Business. She holds a bachelor of science from MIT in Ocean Engineering with a minor in Mechanical Engineering as well as a master of science in Naval Architecture and Marine Engineering, also from MIT. She received an MBA with high honors from Boston University.
Prior to entering academia, Jax worked in computer modeling at the Monitor Group strategy consulting firm and information architecture and usability design for a website development firm. For more than a decade, Jax taught science and engineering through live demonstrations at the Museum of Science Boston.
Jacqueline Kirtley and Siobhan O’Mahony (Under Review), What is a Pivot? Explaining When and How Entrepreneurial Firms Decide to Make Strategic Change and Pivot.
Abstract: Most theories of strategic change focus on how large, established firms recognize or fail to recognize the need for strategic change. Little research examines how early stage entrepreneurs decide when and how to change their strategies. With a longitudinal field study of seven entrepreneurial firms developing innovations in energy and cleantech, we examined 93 strategic decisions at risk for change. We found that decision makers chose to change their strategy only when new information conflicted with or expanded their beliefs. A pivot, or a strategic reorientation, was not achieved with a single decision but by incrementally exiting or adding strategy elements over time, accumulating into a pivot. We contribute a grounded definition of what constitutes a pivot and explain when and how entrepreneurial firms pivot.
Jacqueline Kirtley (Working), The Power of Entrepreneurial Firms.
Abstract: Power is the ability to influence or overcome the resistance of another, a relational attribute between firms that is a function of need and criticality of dependence for resources. Because entrepreneurial firms exist in uncertain contexts with incomplete information and limited resources, they are assumed to be low powered relative to established firms; yet, history has shown they do have power. Through a longitudinal field study of three entrepreneurial firms developing novel innovations with the potential for industry-level technology change, I examine how the basis of power and resource dependence differs for entrepreneurial firms. I found that their uncertain context alters power-dependence dynamics in three ways. First, when an established firm believes in a speculative future in which it could become dependent on the entrepreneurial firm for access to its technology innovation, the entrepreneurial firm is imbued with speculative power based on control of potential future resources. Second, an entrepreneurial firm’s willingness to change its strategy and the resources it will use provides it with alternatives to dependence limiting the power of others. Lastly, since failure is an option and a likelihood, an entrepreneurial firm has the ability to walk away from their venture, which changes the nature of need and criticality of dependence and therefore the relative power between firms.
Fernando Suarez and Jacqueline Kirtley (2012), Dethroning an Established Platform, Sloan Management Review, 53 (4), pp. 35-41.
MGMT 230 integrates the material introduced in business fundamental courses and applies it to the design and evaluation of new ventures. The purpose of this course is to explore the many dimensions of new venture creation and growth and to foster innovation and new business formations in independent and corporate settings. The course addresses both a theoretical perspective on venture initiation and the application of writing an actual business plan. In this course you are asked to get out of the habit of being a receiver of ideas, facts, concepts and techniques, and get into the habit of generating ideas, identifying problems, analyzing and evaluating alternatives, and formulating workable action plans, thus putting textbook knowledge into practice. Students will get this hands-on experience in the following ways: Through the formation and ongoing work of venture teams that will design a comprehensive business development plan for a particular start-up company. Teams are expected to utilize the tools and analytical approaches discussed in class to their venture, through simulations, labs, lectures and class discussions that are designed to familiarize students with the many dimensions of entrepreneurship and new venture initiation. Class format varies throughout the course. In some class sessions, there will be a lecture on specific topics. Other sessions will consist of live simulations, labs, in-class exercises, and discussions of a particular topic or venture ideas that students are developing. Guest speakers will also lead and participate in some class sessions.
This course will give you an overview of entrepreneurial development, especially within the realm of technical innovation. We will be concerned with content and process questions as well as with formulation and implementation issues that related to conceptualizing, developing and managing successful new ventures. The class serves as both a stand-alone one and as a preparatory course to a more in-depth venture implementation class (MGMT 231) as well as other classes in the domain of management and entrepreneurship. Management 267 will appeal to individuals who have a desire to become entrepreneurs at some stage of their career. Similarly, students who intend to work in the entrepreneurial ecosystem (such as in the venture capital industry) will benefit from the course.
MGMT 801 is the foundation coures in the Entrepeurial Management program. The purpose of this course is to explore the many dimensions of new venture creation and growth. While most of the examples in class will be drawn from new venture formation, the principles also apply to entrepreneurship in corporate settings and to non-profit entrepreneurship. We will be concerned with content and process questions as well as with formulation and implementation issues that relate to conceptualizing, developing, and managing successful new ventures. The emphasis in this course is on applying and synthesizing concepts and techniques from functional areas of strategic management, finance, accounting, managerial economics, marketing, operations management, and organizational behavior in the context of new venture development. The class serves as both a stand alone class and as a preparatory course to those interested in writing and venture implementation (the subject of the semester-long course, MGMT 806). Format: Lectures and case discussions Requirements: Class participation, interim assignments, final project
Wharton’s Jacqueline Kirtley studied seven early-stage firms in the energy and cleantech sector to learn how strategic changes actually play out in the startup world.Knowledge @ Wharton - 2019/06/11