Table 1.
Structural Dimensions in Sztompka’s Theory of Social Becoming and Giddens’s Structuration Theory
| Theory of becoming - dimensions of structure | Structuration Theory - rules and resources | Description | Entrepreneurship perspective |
|---|---|---|---|
| Normative structure | Normative rules | Configuration of rules for different people in different positions - limits or discourages certain actions, and at the same time prescribes certain actions and encourages them. | Rules and regulations |
| Ideal structure | Interpretive rules | The configuration of beliefs and views held by people in different positions within the organization suggests rejection of some beliefs but requires recognition of others. | Preferences and expectations of customers and stakeholders |
| Interactional structure | Authority resources | Typical forms of communication between people in different positions - typical interaction paths that close one and open other communication channels. | Network of contacts, channels and patterns of interaction |
| Opportunity structure | Allocative resources | Typical distribution of opportunities to access socially valued goods - limits the resources necessary for certain activities, but also favors certain activities by providing the necessary resources. | Access to customers. resources, institutional support and monetizable business models |
[i] Source: Own elaboration based on: Sztompka (2002), Giddens (1986).
Figure 1.
A meta-theoretical model of entrepreneurship as a process of becoming
Source: Own elaboration.
Table 2.
Key dimensions of entrepreneurial–structural integration as processes of entrepreneurial action field constitution
| Dimension of Integration | Focus | Structural Component | Mechanism of Field Constitution |
|---|---|---|---|
| Normative Integration | Adaptation and synchronization of entrepreneurial action with the normative social structure, enabling both the actor’s embedding in and co-creation of social order through reflexive alignment with social norms and values | Norms, cultural codes, moral expectations | Internalization and reproduction of shared norms through action; legitimizing entrepreneurial activity within the social environment |
| Cognitive Integration | Adoption and co-creation of belief systems and interpretive frameworks that guide entrepreneurial perception and action, enabling alignment with shared meanings (ideal structure) and reproduction or transformation of interpretative rules | Knowledge structures, schemas, language, and sense-making patterns | Reflexive alignment with local meaning systems, contributing to how entrepreneurship is understood and framed in a specific context |
| Interactional Integration | Embedding within social networks and patterns of interaction | Social relations, communication routines, roles, and social capital | Engaging in repeated social exchanges, building trust and mutual recognition, and establishing intersubjective presence within a community or field. |
| Embedding within social networks and patterns of interaction that structure access to influence, legitimacy, and coordination, shaped by interactive routines and authority resources | |||
| Opportunity Integration | Accessing and activating context-specific possibilities and material resources embedded in the opportunity structure and mobilized through allocative resources | Material and institutional resources, infrastructures, and access | Mobilizing enabling conditions such as funding, technologies, institutions, and shaping trajectories of action by navigating opportunity structures. |
Table 3.
Key dimensions of entrepreneurial endorsement: mechanisms of legitimacy, risk mitigation, and entrepreneurial action field constitution in the entrepreneurial ecosystem
| Dimension of Endorsement | Focus | Structural Component | Mechanism of Field Constitution |
|---|---|---|---|
| Social Endorsement | Support and recognition for entrepreneurial activities by influential and credible individuals, organizations, or institutions, which builds trust and social legitimacy within the ecosystem. It helps mitigate social risk associated with societal reactions, acceptance, norms, and user behaviors through community engagement, user experience research, and effective communication. | Social relations, authorities, reputation, and influence networks. | Public recommendations, support, and positive evaluations that reinforce social acceptance and visibility of the entrepreneur and their activities. |
| Feasibility Endorsement | Support and recognition of the technical and operational feasibility of entrepreneurial endeavors, based on assessments of competencies, resources, and capacity to execute the venture. It addresses feasibility risk, including potential technical or operational challenges (e.g., technological gaps, resource shortages, budget overruns). | Competencies, resources, infrastructure, and institutional support. | Verification and confirmation of project feasibility by experts and institutions, reducing uncertainty and enhancing confidence in the capability to deliver. |
| Value Endorsement | The expression of approval and recognition of the value offered by a product, service, or initiative, emphasizing its uniqueness and significance for stakeholders. It reduces value risk: that the product or service will not meet user expectations. | Market values, customer needs, and unique value proposition. | Public validation of the value and attractiveness of the offering, influencing perceptions among customers and business partners. |
| Viability Endorsement | Support signaling the sustainability, stability, and long-term prospects of an endeavor. It addresses viability risk, which concerns the profitability and enduring success of the business model. | Business model, profitability, financial, and institutional support. | Recognition of the capacity to generate profits and sustain operations in the market, thereby enhancing credibility with investors and stakeholders. |
Table 4.
Integration and endorsement in action: A Case Study of Spotify
| DIMENSION | SUBDIMENSION | ACTIONS & TOOLS | EXPLANATION |
|---|---|---|---|
| Normative Integration | Regulatory compliance | Lobbying and influencing legislation, such as involvement in the Music Modernization Act (MMA) in the United States Obtaining formal approval from regulatory institutions and the music industry for the operation and development of a new music streaming model Adapting to local regulations, especially in terms of copyright and privacy protection | Facilitating licensing and development of the streaming market |
| Standard co-creation | Ensuring that copyrights are respected by taking over the Loudr platform for music licensing – simplifying licensing Engagement in developing new legal and market standards for streaming services | Reducing legal risk and simplifying payments for artists | |
| Transparency | Promoting a more transparent and creator-friendly compensation model Negotiating licensing agreements with music labels for the legal and compensated distribution of digital music | Enhancing financial transparency and negotiation position | |
| Cognitive Integration | Alignment with values and vision | Subscription-based streaming as an ethical and legal alternative to music piracy | Increasing the legitimization of streaming as a legal form of music consumption |
| Market education | Promoting the value of fair compensation for artists (e.g., Spotify publicly sharing data on artist payouts) Raising awareness of convenient and legal music use while supporting creators | Increasing trust of artists and users in the payment model | |
| Interactional Integration | Collaboration | Engagement in designing and promoting initiatives supporting artists (e.g., Spotify for Artists, programs for independent creators that enabled them to reach a wider audience) | Increasing artist engagement and loyalty |
| Technological partnerships | Seeking technological partnerships (e.g., Google, Apple, Amazon) and integration with smartphones and audio devices like Sonos, Google Home | Strengthening presence in the technological ecosystem | |
| Opportunity Integration | Market creation | Freemium/Premium model offering users free access to music with ads (freemium version) and the option to upgrade to a paid premium subscription, free of ads but with better sound quality, as a market structure redefinition Identifying and leveraging opportunities in the streaming market (technological convergence: streaming, Internet, mobile devices) | Establishing a new standard in the digital music market |
| New channels creation | Collaboration with advertisers and creating new opportunities for brands (e.g., new advertising options in Spotify Ads Studio, which allowed smaller businesses to create and broadcast ads on the platform). Identifying opportunities in the music market due to the lack of a legal, convenient, and universally accessible platform to play music at reasonable prices | Gaining new revenue streams and advertising partners | |
| Technological innovation | Utilizing technology to create new opportunities (e.g., using artificial intelligence in recommendation mechanisms, which enhanced user experience, increased time spent on the platform, and attracted new subscribers) | Increasing personalization and time spent on the platform | |
| Social Endorsement | Brand image | Building the image of a company with a „friendly culture” and innovative approach (e.g., organizing events, collaborating with artists, creating podcasts, and engaging in local music-related initiatives) Alignment with the vision and values by a broad group of stakeholders – users, artists, the music industry, and the public | Increasing social acceptance and positive brand image |
| Loyalty | Transparency and openness in communication, such as operational guidelines, privacy policy, and the impact of platform usage on artist compensation Engaging subscribers through community values (e.g., Spotify Wrapped – an annual summary of listened tracks, account sharing) – personalizing relationships | Building a loyal community and culture around the brand | |
| Feasibility Endorsement | Profitability | Proving the profitability of the streaming model for artists and record labels, which led to a shift in attitudes and formal acceptance | Gaining music industry acceptance of the model |
| Expansion | Rapidly achieving a massive user base, giving the company an edge over competitors, while educating the market about the value of paid music | Strengthening market position and scalability of the model | |
| Value Endorsement | Value co-creation | Proving that the business model is fair and not aimed at monopolizing the market, transparency and adherence to fair play principles Convincing various stakeholder groups of the value of cooperation and that the company operates in their best interests, creating value for both itself and those it collaborates with | Increasing stakeholder engagement in platform development |
| Ethics | Implementing fair compensation for creators for the use of their work. | Enhancing reputation as an ethical music platform | |
| Viability Endorsement | Scalability | Pioneering in the streaming segment and convincing stakeholders of an innovative business model that offers not only convenient access to music but also fair compensation for artists | Strengthening leadership position in the digital music market |
| Adaptability | Satisfying investor interests and company growth through global market expansion and adaptation to local needs (e.g., offering diverse payment options, supporting local artists, integrating with local partners) | Increasing adaptability to local needs |
[i] Source: Own elaboration based on: Carlsson i Leijonhufvud, 2020; Spotify subskrypcja, 2024; Spotify - Statistics & Facts, 2024, Historia rewolucji muzycznej: Jak powstał streaming muzyki, 2018; Misiewicz, 2024, Fleisher, 2020; Voigt, et al., 2017; Sawicki, 2018; Pratama, et al., 2023; Casagrande, 2021; Panda, 2020; Mirov, 2018; Holm & Günzel-Jensen, 2017.