Process definitions often include more or less explicitly the notion of dynamics. In my opinion it is absolutely essential to integrate (conceptualise and operationalise) this key dimension in order to understand processes. Indeed, without the notion of dynamics, it seems difficult to study evolutions or transitions from one phase or one configuration to another.

Bygrave and Hofer (1991) attempted to describe some characteristics of the entrepreneurial process and put forward, notably, the importance of its dynamic and holistic dimensions. The entrepreneurial process is dynamic because start-up projects and businesses evolve over time; it is holistic because this evolution results from a system of interacting variables (Bygrave and Hofer 1991).

We will open this chapter by presenting useful theories that can illustrate some ‘engines’ of the process evolution. The subsequent sections will draw on Bygrave and Hofer's assertions as we investigate the role of temporal variables in the entrepreneurial process, before examining the role and influence of contextual variables in the various environments with which the entrepreneurial system interacts.

Some theories for modelling the dynamics of the process

Van de Ven and Poole (1995) propose a typology relying on four theories to explain organisational change and development. These theories can be used alone or combined, virtually all possible combinations having been envisaged by the authors, in order to provide as many engines capable of ‘propelling’ (and explaining) the evolution of a phenomenon.