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

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4.3.11.07 The reason that the strategic entrepreneurship sub-aliran does not feature more strongly in the aliran that I have developed could be due to the factor of time. While there are articles that can be considered to be are precursors to this domain, that are listed in Graphic 4w, seemingly most of the literature on strategic entrepreneurship commences from this centur y and may not have had sufficient time to be cited and gain gravitas. There is a Strategic Entrepreneurship Journal but it only commenced publication in 2007, as a sister publication to the Strategic Management Journal. As such, it is not included in the episteme that dates prior to 2006. However the roots and domains of strategic entrepreneurship can be found well entrenched in the aliran. Articles and texts on resources can source back to Wernerfelt [1984] (37), Penrose [1959] (89). Organizational learning is a common theme in the aliran as discussed in section 4.3.8.1. Strategy can source back to Andrews [1960] (14), Chandler [1962] (32), Mintzberg [1973] (14), Mintzberg [1979] (18), Rumelt [1974] (14), Porter [1980] (89), Porter [1985] (104), to name a few high gravitas articles / texts on strategy that feature in the aliran. It is this entrenched nature of the sub-aliran that makes it, in my opinion, more of a natural fit into the discipline than the overt construction of the corpo rate entrepreneurship s ub-aliran. 4.3.11.08 Fitting the strategic entrepreneurship sub-aliran into my heffalump mode l is not so easy. Hitt, Ireland, Camp and Sexton [2001] comment that there are a number of domains in which the two disciplines share a natural integration. Therefore to assign strategic entrepreneurship to one domain or interstices to one domain is unrealistic. As shown by the circle in Graphic 4x I have depicted strategic entrepreneurship as be ing the large circle falling into a broader pattern than the other sub-aliran discussed to date. While this circle does not include innovation, new-ness, etc., at the bottom of the heffalump model, the interstices to these remain through the links to the leader, individual and organization / firm. 210
Graphic 4x Positioning the strategic sub-aliran in my heffalump model 4.3.11.09 Whether this positioning of the strategic entrepreneurship sub-aliran is an accurate representation of the position of strategic entrepreneurship or my own particular vision is something that time, and the development of this sub-aliran will only tell. If this representation is correct, then as mentioned in section 4.3.11.01 the strategic entrepreneurship sub-aliran could possibly resolve some of the issues raised in this dissertation. These issues could include the dichotomy between entrepreneurial traits and the entrepreneurial process with the recognition that in the entrepreneurial firm there is a need for both. As per McClelland, entrepreneurial positions need to be identified and filled with those people with the appropriate traits, whether learned or natural characteristics. The ethnic / immigrant sub-aliran could widen its domain to include the study of ethnicity or immigrancy in both the corporate as well as the small business or self-employed 211
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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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3.2.3.02 b. 3.2.3.04 Graphic 3f is
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e) Some dual or more articles by on
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Mintzberg, Ahlstrand, and Lampel [1
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Part Four: Empirics 4.1 Interpretat
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4.1.1.02 The first interesting prel
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number of mis-spellings and errors
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Vo lu me: 34 Issue: 1 1956 20. Jour
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4.1.3.02 The top 21 journals listed
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various journals in Graphic 4a, whi
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4.1.4.01 One important piece of val
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epresentationality of the disciplin
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4.2.1.02 Yet for ‘a rich field of
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some one decides in a planned manne
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4.2.3.03 I developed eight expressi
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Page 230 and 231: • A greater emphasis between new-
Page 232 and 233: 5.1.09 A fascinating aspect of this
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Page 240 and 241: 5.3.03 What has fur ther emerged fr
Page 242 and 243: 1995 INNOVATIO N KUHN 1962 - 1996 S
Page 244 and 245: DEVRIES 1977 J MANAGE STUD, V14 JN
Page 246 and 247: COHEN Cohen,West, Aiken 1983 BUS RE
Page 248 and 249: WALDINGER 1986 - 1988 CAPITALIS M E
Page 250 and 251: DOSI 1988 DUBINI 1988 DUNNE Roberts
Page 252 and 253: CHANDLER Takashi 1990 COHEN Leventh
Page 254 and 255: KALLEBERG Leicht 1991 ACAD MANAGE J
Page 256 and 257: HORNSBY JAFFE Naffziger, Kuratko, M
Page 258 and 259: PALICH Bagby 1995 J BUS VENTURING ,
Page 260 and 261: LANE Lyles, Salk 1998 MARKETIN G, V
Page 262 and 263: References Acs, Z. and Audretsch, D
Page 264 and 265: from a process study, Management Sc
Page 266 and 267: Foss, N., Klein, P., Kor, Y. and Ma
Page 268 and 269: Hisrich, R. and Peters, M. [1998].
Page 270 and 271: Light, I. [1972]. Ethnic enterprise
Page 272 and 273: 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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