Navigating uncertainty: configurations of entrepreneurial behaviors for new venture performance

PurposeThe entrepreneurial process often cannot be explained by a single entrepreneurial theory. Instead, it is more likely the result of the interaction between various entrepreneurial behavior patterns and different environmental conditions. However, existing research has frequently overlooked the complexity inherent in the entrepreneurial phenomenon. Building on a configurational perspective, this study aims to examine how new ventures can use different behavioral configurations to achieve high performance amid various uncertain environments.Design/methodology/approachBased on the survey data from 143 new start-ups in China's software industry, this study uses fuzzy-set qualitative comparative analysis (fsQCA).FindingsThis study jointly considers multiple entrepreneurial behaviors - causation, effectuation and entrepreneurial bricolage and different types of environmental uncertainty - state uncertainty, effect uncertainty and response uncertainty. The findings reveal three behavioral configurations for high/nonhigh new venture performance.Originality/valueThis study expands previous insights into the relationship between entrepreneurial behaviors and new venture performance from the perspective of configurational theory. Moreover, it offers new insights into the types of uncertainty, further refining our understanding of the uncertainties inherent in entrepreneurial activities.