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From Plan to Plant: Effects of Certification on Operational Start-up in the Emergent Independent Power Sector

Author

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  • Wesley D. Sine

    (Cornell University, 339 Sage Hall, Ithaca, New York 14850)

  • Robert J. David

    (Faculty of Management, McGill University, Montreal, Quebec H3A 1G5, Canada)

  • Hitoshi Mitsuhashi

    (Institute of Policy and Planning Sciences, University of Tsukuba, Tennoudai 1-1-1 3F1100, Tsukuba, Ibaraki 305-8573, Japan)

Abstract

In this paper, we study the transition from planned venture to operational start-up in the emergent independent power sector. Planned ventures face tremendous obstacles in assembling the resources necessary to begin operations; we hypothesize and show that formal certification from authorized actors increases the likelihood of making this transition. Moreover, we find that the effects of certification are contingent on the legitimacy of the sector as a whole: Certifications have a stronger effect on start-ups when sector legitimacy is low than when it is high. This research helps us understand a rarely studied organizational transition---from entrepreneurial intention to actual operations---within nascent sectors. It directs attention to the legitimating effects of formal certification, highlights the importance of a multilevel approach to legitimacy, and contributes to the growing rapprochement between entrepreneurial studies and institutional theory.

Suggested Citation

  • Wesley D. Sine & Robert J. David & Hitoshi Mitsuhashi, 2007. "From Plan to Plant: Effects of Certification on Operational Start-up in the Emergent Independent Power Sector," Organization Science, INFORMS, vol. 18(4), pages 578-594, August.
    • Handle: RePEc:inm:ororsc:v:18:y:2007:i:4:p:578-594
    DOI: 10.1287/orsc.1070.0300
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    References listed on IDEAS

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