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

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entrepreneur to the firm, while Chandler, cited by Smith and Miner [1983] (14), have the firm as a precursor to the organisation, which has a more bureaucratic style. However as per my discussion on the 2 x 2 matrix shown in Graphic 4r, this linka ge is too simplistic, as linking the firm and the entrepreneur may not always suffice, especially where there are non-entrepreneurial firms. 5.1.03 I be lieve that the way the aliran delineates the difference between the organization and the firm is more of a delineation between the discipline of management and the discipline of entrepreneurship. In broad brush strokes, these differences, as perceived from the aliran, are outlined as follows: • Organizations generally do not, according to the aliran, engage in new ventures. (Romanelli [1989] is one of the few exceptions to this generalization suggesting that organizations can be involved in start ups.) • Organizations tend not to inno vate, firms innovate. Seemingly individuals do not innovate either. This exclusion of inno vation from the organization is consistent with the ont ological domain specifications of the Academy of Management as outlined in section 2.5.4.06. • There is a low emphasis on learning by the firm. However, there is a strong emphasis on or ganizational learning. As pointed out by Hitt, Ireland, Camp, and Sexton [2001], organizational learning is one of the common domains between entrepreneurship and strategic management. It may be possible to infer that organizational learning is the way the discipline of management includes some of the aspects of entrepreneurship that would otherwise be excluded. • Entrepreneurs start firms / small businesses; they do not start or ganizations. • Entrepreneurs run small businesses, not organizations. Managers run or ganizations and are also invo lved in the management of firms. 214
5.1.04 The second significant point was the difference emphasis on size. I had initially assumed that corporate related to corporations, but it was clear from the aliran that corporate was somewhat linked to size, but not necessarily in effect of being linked to size as in a corporation. Corporate was used more as an approach to ensuring the continuity of the firm which did tend, in such context, to be identified differently to a small business or a self-employed individual. 5.1.05 Corporate issues such as corporate innovation, corporate venturing and corporate entrepreneuring tended to be more introverted when compared to the greater extroversion of the sub-aliran on small businesses, self-employed and ethnic / immigrants. I believe this introversion relates again to a disciplinic delineation between entrepreneurship and management disciplines where academics in entrepreneurship are expanding their ‘patch’ by the inclusion of domains more traditionally associated with the management discipline. 5.1.06 These inc lusions may still have certain limitations with studies into traits such as ethnicities or approaches such as reactivity to events, tending to relate more to small businesses or the self-employed, not to leaders in a firm or organization. The study of ethnicity in management or managers’ reactions to events are still inclusions in the management discipline. As discussed in section 4.3.10.07 this may be a new field of study in entrepreneurship as well as still being part of management studies. However the aliran may already be addr essing such issue as will be discussed in section 5.1.10 b elow when the changes observed from the aliran are included in my heffalump model. 5.1.07 Changes to the heffalump mode l shown in Graphic 4j would include the following: • Inclus ion of a parallel entity of firms next to organizations with strong links between the organization and learning, organization and rational approaches, also strong links between the firm and innovation. 215
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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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Graphic Eight expressions of what
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4.3 The 87,060 aliran of entreprene
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Page 218 and 219: ZHOU 1992 LIGHT 1995 PORTES 1995 BA
Page 220 and 221: entrepreneurship is not defined by
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Page 224 and 225: 4.3.11.07 The reason that the strat
Page 226 and 227: individual domains, thus bringing i
Page 230 and 231: • A greater emphasis between new-
Page 232 and 233: 5.1.09 A fascinating aspect of this
Page 234 and 235: Graphic 5b Three dimensional positi
Page 236 and 237: study (addressing the introverted a
Page 238 and 239: the discipline is indeed dubious ma
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
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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
Page 274 and 275: Senge, P. [1990]. The fifth discipl
Page 276: Inc., Indianapolis. Weber, M. [1992
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