Mapping the aliran of the academic discipline of entrepreneurship: A ...

4.3.6.2 New Ventures and Corporate Venturing sub-aliran
4.3.6.2.00 Corporate innovation sought to use innovation to ensure corporate continuity,
and corporate entrepreneuring sought to devolve the entrepreneurial characteristics of the
entrepreneur to middle management. Some of the interstices from the new vent ures sub-
aliran that connect to the more corporate activities also endeavour to app ly new venturing
in a similar manner. In section 4.3.8.2, I discuss the differing perceptions by the aliran
between corporate and corporation – at this point I still retain the evolving position that
corporate relates to the corporation. The new ve ntures / corpo rate venturing ontologies
highlights the divide be tween the pe rsonal aspects of the entrepreneur and the attempts by
the management of the corpo ration to be entrepreneurial by way of engaging in new
vent ures. While the new venture / corpo rate ventur ing ontologies emerged from this divide
it also seems to have accepted this divide as part of its substance. The emergence of the
ontologies were based on a perceived longitudinal perspective to this divide, as pointed out
by Sandbe rg and Hofer [1987] (31), from new ventures, based upon a behaviourist style
utilizing the entrepreneurs’ characteristics, towards corporatized venture capital.
This article examines the determinants of new venture performance. Specifically, it
rejects the traditional academic model of new venture performance, which argues
that success is based solely on the characteristics of the entrepreneur, …. and
suppo rts instead the broader mode l of venture capitalists, which claims that success
depends not only o n the characteristics of the entrepreneur, but also o n the structure
of the ind ustry entered and the strategy of the vent ure involved [Sandbe rg and
Hofer, 1987].
4.3.6.2.01 There are three main broad interstices that can be defined: firstly corporate
vent uring as introd uced abo ve; secondly new firms venturing; and thirdly individual
vent uring that mostly finds ment ion in the aliran by way of self-employment and ethnic
related interstices. There are other minor interstices that are discussed in 4.3.6.2.06.
Organizations do not, according to the aliran, engage in new ventures, that is mostly the
function of the firm as will be discussed in section 4.3.8. In my heffalump model, the new
venture ontology is marked with interstices to various aspects of newness and interstices to
both the organization and the individual. This means that the model needs some adjustment
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