子谦译文｜创业教什么：六种主流创业理论的对比研究(42)

第八个概念维度涉及到在创业过程中，具有互补性和多样化技能的个人作为团队成员所扮演的角色。在创业研究中，越来越强调以团队为基础的努力，以此引出了和资本化更大范围的异质能力。从这些方法中观察到，一个重要的差异是关于团队的想法。实际上，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，并可以在未来的企业中发挥作用，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”。而实干家是很难被取代的，因为他们在塑造企业发展方向中扮演着关键角色，这些角色源于这些个体所拥有的特质。设计思维、精益创业方法论和规范型创业方法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，负责企业创造过程的特定方面。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，一个关键的区别是，团队在设计思维中更重要，而在规范型创业方法和精益创业方法论中则不是那么重要，在发现驱动型规划和商业计划中，则没有明确的关于团队合作或集体努力必要性的建议。
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.