Abstract
This case study investigates whether collective entrepreneurial team cognition remains consistent throughout all stage processes when setting up a large-scale, distributed research infrastructure. A new "action phase model" has been devised, known as the "4 I's of entrepreneurship", with each "I" elucidating the entrepreneurial rationale behind various stages of the creation process: Intention, Initiation, Implementation and Introspection. The case investigated was BBMRI.se (BioBanking and Molecular Resource Infrastructure in Sweden) - a Swedish large-scale distributed research infrastructure aimed at harmonizing biobanking standards. Managers and key personnel involved in founding and/or operating the organization were interviewed. The results showed there was agreement regarding the need for the research infrastructure, while there were disagreeing perceptions of what the organization should be doing and regarding the difficulties it had faced. These developments would ultimately lead to BBMRI. se's demise. The homogenous mindset would begin to dissipate once the Initiation stage was reached and worsened throughout the Implementation stage. The results indicate that BBMRI. se's managerial structure, personal ambitions and lack of transparency and communication were key contributors to its ultimate failure. The implications highlight the risk of fragmented motivations as collective entrepreneurs turn their ambition into reality, if given too much autonomy.