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

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Grousbeck VENTURE entrepreneur: TSAI MacMillan, Low 1991 SHAVER Scott 1991 J BUS VENTURING, V6 ENTREP THEORY PRACT, V16 STOREY 1991 SMALL BUSINESS EC, V3 COOPER Gascon 1992 STATE ART ENTREPRENE J BUS REYNOLDS Miller 1992 VENTURING, V7 J BUS COOPER 1993 VENTURING, V8 BLOCK, MacMillan 1993 CORPORATE CHANDLER Hanks 1994 HOLTZ-EAKIN Joulfaian, Rosen 1994 HOLTZ-EAKIN Joulfaian, Rosen 1994 GATEWOOD Shaver, Gartner 1995 GEROSKI 1995 REYNOLDS 1997 VENTURING J BUS VENTURING, V9 RAND J ECON, V25 J POLIT ECON, V102 J BUS VENTURING, V10 INT J IND ORGAN, V13, SM ALL BUS ECON, V9 18 29 16 25 15 19 26 19 24 31 23 18 15 Effects of strategy and environment on corporate venture success in indus trial markets Person, process, choice: The psychology of new venture creation. The birth of new firms – does unemployment matter? a review of the evidence. Entrepreneurs, processes of founding, and new firm performance. New firm gestation: Conception, birth, and implications for research Challenges in predicting new firm performance. Corporate venturing: Creating new businesses within the firm Measuring the performance of emerging businesses – a validation study. Entrepreneurial decisions and liquidity constraints. Sticking it out: Entrepreneurial survival and liquidity constraints. A longitudinal study of cognitive factors influencing start-up behaviors and success at venture creation. What do we know about entry? Who starts new firms? - Preliminary explorations of firms-in-gestation 4.3.6.2.03 It is within the four quadrants, suggested by Vesper’s text (personal start-up, personal acquisition, corporate start-up and corporate acquisitions) that seems to encompass most of this ontology. This is my own interpretation, with many of the articles in the sub-aliran seeming to fit within these quadrants. Whether such interpretation conforms to the intentions of the aut hors of the aliran articles is another matter. Van de Ven, Hudson and Schroeder [1984] (24) in their article ‘Designing new business startups – entrepreneurial, organizational and ecological considerations’, use two of these perspectives plus an ecological perspective commenting that The entrepreneurial perspective concentrates on the characteristics and background of the founding individual. The organizational perspective looks at the planning and initial development processes of the firms. The ecological perspective uses the population of firms as a level of analysis and is concerned with the success of the industry as a whole [p1]. 182
4.3.6.2.04 Similar research findings were made by Stuart and Abetti [1987] (14) in their article ‘Start-up ventures: Towards the prediction of initial success’ The research confirmed two items that are understood by most scholars and experienced practitioners: the importance of the entrepreneur and the importance of pursuing new ventures that match the technical and market experience of the team. The less ob vious results are those that suggest that success is favored by strong review and control by the entrepreneur rather than the develop ment of employee initiative and independence. Also, the initial success appears to be coming more readily to firms in more slowly growing or less dyna mic markets [p1]. With reference to corporate entrepreneuring, the role of the entrepreneurial leader inside corporations is still significant despite the perceived need by the constructors of the corporate entrepreneurship ontology for the development of middle management entrepreneurial skills in the corporation. 4.3.6.2.05 Burgelman’s [1983] (20) article ‘A process model of internal corporate venturing in the diversified major firm’ is a marker of the emergence of the new ventures / corporate venturing sub-aliran. But like his efforts on corporate entrepreneurship, it was championed by ot hers. Kanter [1985] (17) in the 1985 article ‘Supporting innovation and venture development in established companies’ seems to focus less on personal start ups and more on corpor ate ve nturing. MacMillan, the founding editor of the Journal of Business Ventur ing, along with various co-authors that include Siegel, Subba -Narasimha, Block, Zemann and Day, produced pairs of braced articles in the 1985 and 1987 volumes of the Journal of Business Venturing. The paired articles in each volume dealt respectively with venture capital and corporate venturing. In addition to the braced pairs of articles in Journal of Business Venturing, Block and MacMillan [1993] (26) have a text entitled ‘Corporate venturing: Creating new businesses within the firm’. Tsai, MacMillan and Low [1991] (18) have an article in the Jour nal of Business Vent uring ‘Effects of strategy and environment on corporate venture success in industrial markets.’ 4.3.6.2.06 As per the articles and texts shown in Graphic 4n and as per the previous section it could be suggested that corporate venturing has evolved from the ge neral subaliran of new ventur ing with the suppor t of high gravitas figures who sought to overtly 183
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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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chronological sequence. This gave a
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Page 242 and 243: 1995 INNOVATIO N KUHN 1962 - 1996 S
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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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