子谦译文｜创业教什么：六种主流创业方法的比较(42)

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 (Bruyat and Julien 2001; Korsgaard and Anderson 2011). 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(Brinckmann et al. 2010; Karlsson and Honig 2009).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 (Martin 2009). Amid these subtle differences, Table 2 captures the role of value creation as an important factor for organizing new venture creation activities.