Teorías del aprendizaje

The emerging literature on entrepreneurs’ feedback seeking presents feedback seeking as an act embedded in other phenomena, such as innovating (Gemmell et al., 2012; Volery et al., 2015) and navigating the uncertainty inherent in starting new ventures

(Sarasvathy, 2001). Due to these portrayals, feedback seeking may

seem as a straightforward act. To contextualise feedback seeking as a more concrete and nuanced phenomenon, I present my findings on two important elements of feedback-seeking interactions – the

content of feedback (i.e. what type of information is exchanged on what topics during the interaction) and the sources (i.e. whom entrepreneurs seek feedback from), and use these elements to differentiate between the four development goals that entrepreneurs pursue with feedback seeking in the following sections of this

chapter.

4.2.1. Content of feedback

Content of feedback refers to the type of information sought during a feedback-seeking interaction and the topic discussed during a feedback-seeking interaction. My analysis revealed that the

entrepreneurs used feedback seeking to gain two types of information on three broad topic areas.

4.2.1.1. Type of feedback

The first element of the content of feedback is type of feedback. The entrepreneurs used the term feedback to refer to two different types of information. First, the entrepreneurs sought information to assess whether their current performance achieved desired goals. They sought feedback about whether a product or service was fit for purpose or whether they managed their

employees effectively. Second, the entrepreneurs sought

information to guide their future performance with suggestions of how to achieve desired goals. They sought feedback about how to create a product or service fit for purpose or how to manage their employees effectively. Thus, feedback answered two questions: “How am I doing?” and “How can I do better?”.

Such differentiation between “How am I doing?” and “How can I do better?” is observed, although rarely addressed, in research in organisational behaviour and entrepreneurship, albeit with different labels. In organisational behaviour, Ashford and

Cummings (1983) differentiate between appraisal feedback, which signals whether the outcome of a performance meets the desired goal, and referent feedback, which identifies the changes in performance required to achieve the goal. In entrepreneurship research, borrowing from psychology (Balzer et al., 1989),

Haynie, Shepherd and Patzelt (2012) differentiate between outcome feedback, which is performance information relative to the desired goal, and cognitive feedback, which provides

contextual cues about the relationship between the

entrepreneur’s performance, the goal, and suggestions for improvement, thus highlighting how to achieve the goal in the future. While the concept of cognitive feedback is more specific than referent feedback, both literatures recognise that feedback can focus on the outcome of performance relative to the desired goal (appraisal/outcome feedback) and the process of how to achieve the goal (referent/cognitive feedback). In this thesis, I use the terms outcome and cognitive feedback to elaborate on the drivers of feedback seeking because they have been used in the entrepreneurship context.

4.2.1.2. Topic of feedback

The second element of the content of feedback is topic. My analysis revealed that the entrepreneurs sought outcome or cognitive feedback about three broad topics: strategic decisions; management and operations; and personal style.

First, the entrepreneurs’ discourse highlighted that they sought feedback about strategic decisions related to building and improving the business models for their ventures. This involved seeking

feedback regarding which markets to enter, potential opportunities, and partnerships. The entrepreneurs asked for feedback about sustainable sources of revenue, pricing structures, how and where to find and receive funding and investment, and the cost implications of their offerings. For example, Tim, who was building an enterprise iPad application to support care homes and their activity coordinators

same sector about the idea of using iPads and how the cost implications of iPad vs Android could limit his market size. When Roger asked for feedback on the viability of his idea to involve at-risk youth from London in international development initiatives in Africa, the feedback he received brought to light the cost implications of this model and the need for large early-stage investment. Finally, the entrepreneurs also asked for feedback about their products or services and how to improve them. In one way or another, the participants sought feedback to shape their overall venture ideas.

Angela J.’s story of the early days of her venture was indicative of how seeking feedback helped to shape the business model of the venture, in particular its offering and approach to social impact:

bringing different organisations, mostly charities, together into a group to listen to my idea and help to shape it up. There were probably about 20 people identified and at each meeting the number fluctuated but it was about 6 to 8 people at each

meeting. They helped me shape the original concept. […] When I first had the idea I thought it would be about helping people with disabilities get better jobs and to be better respected when they went to work. […] [T]he group that I brought in together said that one of the biggest issues for people with disabilities is to raise their own expectations in respect to employment and career opportunities. So for the last year I wanted to tackle that side and I have been developing a programme.

Second, the entrepreneurs shared incidents of seeking

feedback about managing the ventures and their operations. These feedback topics focused on the operational aspects of executing strategic decisions about the business model of the venture and the day-to-day running of it. This included seeking feedback on specific marketing and sales approaches to reach markets or expanding to new markets. The entrepreneurs also shared instances of seeking feedback on the practicalities of running a venture, such as financial management, organisational structures, legal form, HR, safety and health policies and procedures. Focusing on the practicalities of running a venture that offered animal-assisted therapy, Sarah asked another social entrepreneur with a similar business for feedback on taking care of the animals and cleaning their cages more effectively

and cost-efficiently. On a similar practical topic, Pradip was concerned with the rent he had to pay:

Like this weekend, it was all luck really, but I was talking to a friend who is very senior in her company but she started as an accountant and she knows a lot about that so I asked her whether the amount they want to charge us for rent was high or reasonable. And then she gave me a lot of advice on the

financial side of things based on a profit and loss sheet and trying to predict how much profit I can make based on the revenue we can get and then how much we will need to pay for rent and other things.

Third, the entrepreneurs shared incidents of seeking feedback about themselves. Participants’ discourse suggested that they asked for feedback on their leadership styles and how to manage, work with, and mobilise employees, volunteers, and partners. For instance, several participants specifically referred to "my personal style and how I work with people” and “[h]ow to supervise, manage and look after people in the organisation.” They sought feedback on their approaches to leading and managing the venture and more specific skills and roles related to their entrepreneurial journeys. For example, Olivia asked another artist with a community arts centre about being both an artist and an entrepreneur leading a new venture. The entrepreneurs also shared instances of seeking feedback about individuals or organisations to connect with and events to attend that might be beneficial for themselves or their ventures. Finally, the entrepreneurs sought feedback about their personal lifestyles, wellbeing, work-life balance, and preventing burnout. Some participants emphasised the connection between entrepreneur and venture and sought feedback about their personal lifestyles to improve their work as entrepreneurs. For instance, Colin asked other entrepreneurs for feedback about his lifestyle, including his diet and sleeping patterns, to become more effective in his work.

Also focusing on his lifestyle and quality of life, Brendon was more concerned with how his venture was affecting his health and wellbeing, which is why he sought feedback from friends and other social entrepreneurs from his support group.

4.2.2. Sources of feedback

To contextualise entrepreneurs’ feedback seeking and tease out its elements, I also examined feedback sources. My analysis

revealed a great diversity of feedback sources – the individuals whom entrepreneurs ask for feedback. First, the entrepreneurs

revealed they sought feedback from individuals related to the venture in various ways: co-founders, employees, volunteers, current or potential customers, current or potential beneficiaries, funders or investors, and partner organisations. Second, the entrepreneurs’

discourse suggested they sought feedback from individuals in the broader entrepreneurship field or specific sectors: (retired)

professionals and experts, individuals in position of power, such as policy makers, charity leaders, other social or commercial

entrepreneurs, and entrepreneurship support organisations. Third, the entrepreneurs sought feedback from individuals from their personal lives, such as family members, friends, mentors, and previous co-workers. Feedback sources could come from more than one domain and perform multiple roles. For example, an

entrepreneur’s life partner may also be an expert in a given field or an entrepreneur him/herself.