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

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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 180
to place the interstices that currently connect to t he organization to be more clearly defined as linking to firms and possibly corporations. 4.3.6.2.02 In Graphic 4n, I list the articles and texts from the aliran that relate to the first two broad interstices of new venturing; new businesses by the firm and corporate vent uring. The initial emergence of the new ventures sub-aliran was with Timmons and Spinelli’s [1977] (70) high gravitas text ‘New venture creation: Entrepreneurship in the 21st Century. It was with Vesper’s [1980] (64) high gravitas text ‘New venture strategies’ three years later that raised the latitudinal orientation to this divide - of new ventures being either ‘startup’ or ‘acquisitions’, involving both personal and corporate strategies. Later editions of this text also included new appe ndices of the ‘chemistry of entrepreneurship’ and ‘corporate venturing.’ Graphic 4n The new venture and corporate venture sub-aliran TIMMON Spinelli 1977 1980 VESPER - 1990 BURGELMAN 1983 VAN DE VAN Hudson, Schroeder 1984 KANTER 1985 MACMILLAN Block, Subbanarasimha, 1985 MILLER Camp 1985 MACMILLAN Day 1987 SANDBERG Hofer 1987 STUART Abetti 1987 ROMANELLI 1989 NEW VENTURE CREATION NEW VENTURE STRATEGI ADMIN SCI QUART, V28 J MANAGE, V10 J BUSINESS VENTURING, V1 J BUSINESS VENTURING, V1 J BUSINESS VENTURING, V1 J BUS VENTURING, V2 J BUS VENTURING, V2 J BUS VENTURING, V2 ADMIN SCI QUART, V34 70 64 20 24 17 49 (two articles) 16 36 (two articles) 31 14 21 New venture creation; Entrepreneurship in the 21st Century New Venture Strategies A process model of internal corporate venturing in the diversified major firm Designing new business startups; entrepreneurial, organizational and ecological considerations’ Supporting innovation and venture development in established companies Corporate venturing: alternatives, obstacles encountered, and experience effects Exploring determinants of success in corporate ventures Corporate ventures into industrial markets- dynamics of aggressive entry. Improving new venture performance – The role of strategy, industry structure and the entrepreneur. Start-up ventures – towards the prediction of initial success. Environments and strategies of organization start-up: Effects on early survival STEVEN SON Roberts, 1989 NEW BUSINESS 14 New business ventures and the 181
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Mapp ing the aliran of the academic
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2.5.2.1 Adolescent angst and acne 8
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Tables of Graphics Table of Graphic
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Attestation of Authorship I hereby
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Gravitas The concept of gravitas im
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Abstract In this study, I consider
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others), this finding should not be
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ehabilitated version of prejudice.
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1.1.1.03 The discipline’s influen
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The suggestion herein is that merel
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Nietzsche it comes to Foucault’s
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introduced in the next section). I
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1.2.03 This structure of this chapt
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1.2.1.07 In this dissertation I am
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1.2.3.01 Taking a n alternative int
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1.3 Positionality 1.3.00 By conduct
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dominate our world” [Rabinow, 199
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1.4 Structure of this dissertation
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arise if the construction of the di
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without any reference to epistemic
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2.1.1.06 The difference between an
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2.1.1.11 Smith [2003], comments tha
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2.1.2.03 Husserl used the term ‘i
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2.1.2.12 However I believe that it
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truth. ….. My problem is roughly
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The division between true and false
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have become a tool used in the exer
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2.1.4.05 Conformity to form is a in
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ejecting or accepting articles for
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Graphic 2c Foucault’s Triangle -
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[Foucault, 1980, p93]. If for some
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2.2.2.03 External to bot h the disc
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Foucault’s eventual reply to Gros
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Graphic 2d Model B - Depicting four
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In short, there is a problem of the
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Graphic 2e Model B - Including effe
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2.3.2.03 In Model B in Graphic 2e t
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While Foucault [2004] does, in The
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2.3.3.10 Given Leibniz’s ideas on
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2.4 Ontologies 2.4.1 Ontologies as
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ontologies, without such a simplist
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of the epistemology followed, e.g.
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thematic conceptualisation, or as p
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Graphic 2i Model H3 - Showing the l
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does discuss the various failings o
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primary power have, a tertiary powe
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2.5. Analysing the Discipline of En
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• being apparent in the perceived
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mass and it would appear that it wa
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Later in 2001, Low suggested the em
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2.5.2.2.06 O’Connor, Cherry and B
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compared with overall trends struct
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for each has also been dependent up
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of clear segregation or differentia
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2.5.3.08 Sciascia and De Vita [2004
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articles that show a predominance o
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structure to the episteme of manage
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Venkataraman (1997) argues that ...
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is being discussed is epistemically
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discourse-objects as discussed in s
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delimitations. Yet Foucault also of
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3.1 Methodology 3.1.1 Position Stat
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collection process which provided a
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in ‘horses for courses’ or, to
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work. However, it may be that for a
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Philosophy ….. does not consist i
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could be termed cross or inter-disc
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3.2 Data Collection Processes / Met
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3.2.1.05 However, a closer look at
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Graphic 3a Bar chart of numbers of
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collective 13,000 citations accordi
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DEVRIES 1977 J MANAGE STUD, V14 JN
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COHEN Cohen,West, Aiken 1983 BUS RE
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WALDINGER 1986 - 1988 CAPITALIS M E
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DOSI 1988 DUBINI 1988 DUNNE Roberts
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CHANDLER Takashi 1990 COHEN Leventh
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KALLEBERG Leicht 1991 ACAD MANAGE J
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HORNSBY JAFFE Naffziger, Kuratko, M
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PALICH Bagby 1995 J BUS VENTURING ,
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LANE Lyles, Salk 1998 MARKETIN G, V
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References Acs, Z. and Audretsch, D
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from a process study, Management Sc
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Foss, N., Klein, P., Kor, Y. and Ma
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Hisrich, R. and Peters, M. [1998].
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Light, I. [1972]. Ethnic enterprise
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Mulhall, S. [2005]. Routledge philo
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Senge, P. [1990]. The fifth discipl
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Inc., Indianapolis. Weber, M. [1992
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