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

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
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