子谦译文｜创业教什么：六种主流创业方法的比较(20)

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(见第4节)。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 (Sarasvathy 2003). 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”(Sarasvathy 2009, p. 27). Effectuation claims to address a logic of control (Sarasvathy 2001),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 (Sarasvathy and Dew 2005a). Therefore, entrepreneurs begin with the universe of possible outcomes that can be created with the available means at their disposal (Sarasvathy 2001) 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 (2001) proposes these heuristics as follows: (1) starting the process by asking oneself who you are, what you know, and whom you know; (2) limiting risk by calculating how much one can afford to lose; (3) embracing the surprise factor and trying to use it as a leverage; (4) reducing uncertainty by obtaining commitment from early partners; and (5) focusing on activities withinone’s control rather than trying to predict the unknown future (Sarasvathy 2001). 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 (Dew et al. 2018; Read et al.2016）.