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

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Graphic 2c Foucault’s Triangle – modified to include aspects of Erklaren / Explanation and Verstehan / Understanding and the respective positions of practitioners and academic disciplines. 2.2.1.03 My earlier definition of disciplines defined epistemic justification of knowledge as an attribute of the discipline. If we assign connaissance knowledges into the discipline it is assumed that connaissance knowledges are those that are acceptable to the discipline under the various epistemic justifications available for its use. Savoir knowledges are external to the discipline and may also be external to the epistemic justifications. This externality does tend to limit the acceptability of the savoir knowledges of the practitioner into the realm of connaissance knowledges to only that which can be observed and interpreted based upon the limits of epistemic justification. 46
2.2.1.04 Foucault’s definitions of savoir knowledges and connaissance knowledges is extended by Schmidt [2006], who borrowed from Dilthey the German terms Verstehen and Erklaren (understanding and explanation). On one side of the triangle, shown in Graphic 2c, I have practitioners, in this case the entrepreneurs who have an understanding (as in their ‘savvy’ or savoir) of entrepreneurship in their ability to practise it, but who may not be able to explain it in academic terms. On another side of the triangle, I have the discipline of entrepreneurship where the academics attempt, within the constraints of epistemology, to explain entrepreneurship, admittedly without necessarily understanding the elephant they are describing. Discursively, the practitioners do not need to explain to the satisfaction of anyone, a concept suffices. However in the discipline the academics need to offer an explanation, via the contextualisation of epistemic justification, in a manner acceptable to others in the discipline. 2.2.1.05 The power of right of this discipline of entrepreneurship may have come into effect when, in 1987, the Academy of Management accorded division status to entrepreneurship [Shane, 1997], in a similar manner to the establishment of the strategic management discipline. It was only after the Academy of Management's establishment of a strategy division in the early 1970s and t he birth of the Strategic Management Soc iety in the early 1980s that the strategy field was able to proclaim its independence as a legitimate academic discipline [Azar and Brock, 2007, p2]. As per Dery and Toulouse [1996], the discipline developed an ‘epistemology specific to the field of entrepreneurship’. However the discourse on entrepreneurship predated this event by a few centuries and the practice of entrepreneurship has probably considerably predated the discourse, even though it may have go ne under other names. 2.2.1.06 Essentially, in my dissertation, I am looking at the power of right side of the triangle. This is the discipline of entrepreneurship. However the role of the practitioner should not be under-estimated. As mentioned by Foucault [1980] it is the truth effects corner of the triangle that replenishes the power from which the right derives its power 47
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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
Page 10 and 11: Gravitas The concept of gravitas im
Page 12 and 13: Abstract In this study, I consider
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Page 18 and 19: 1.1.1.03 The discipline’s influen
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Page 34 and 35: dominate our world” [Rabinow, 199
Page 36 and 37: 1.4 Structure of this dissertation
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Page 40 and 41: without any reference to epistemic
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Page 44 and 45: 2.1.1.11 Smith [2003], comments tha
Page 46 and 47: 2.1.2.03 Husserl used the term ‘i
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Page 50 and 51: truth. ….. My problem is roughly
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Page 68 and 69: Graphic 2d Model B - Depicting four
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Page 76 and 77: While Foucault [2004] does, in The
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Page 88 and 89: Graphic 2i Model H3 - Showing the l
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Page 94 and 95: 2.5. Analysing the Discipline of En
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Page 100 and 101: Later in 2001, Low suggested the em
Page 102 and 103: 2.5.2.2.06 O’Connor, Cherry and B
Page 104 and 105: compared with overall trends struct
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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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in France in the 18 th and 19 th ce
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said that the seeds of genesis for
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develop ment of the discipline. Inn
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4.3.4 Behaviouralism and methodolog
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4.3.5 Innovation sub-aliran - a nat
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provided by Teece. A slightly diffe
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innovation being correlated to a fi
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Graphic 4m Zahra’s influence on t
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4.3.6.2 New Ventures and Corporate
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Grousbeck VENTURE entrepreneur: TSA
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construct a greater corporate orien
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4.3.6.3.01 In section 2.5.1.05 I di
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governance of venture capital or ga
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limited. Senge’s [1990] (20) text
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narrower orientation of the firm or
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on learning by ‘the firm’ where
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ut also the degree of ‘being entr
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Graphic 4s The small business sub-a
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Graphic 4t LIGHT 1979 BORJAS 1986 R
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4.3.10 Ethnic / immigrant sub-alira
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ZHOU 1992 LIGHT 1995 PORTES 1995 BA
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entrepreneurship is not defined by
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Barney, 2004; Hitt, Ireland, Camp &
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4.3.11.07 The reason that the strat
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individual domains, thus bringing i
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entrepreneur to the firm, while Cha
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• A greater emphasis between new-
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5.1.09 A fascinating aspect of this
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Graphic 5b Three dimensional positi
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study (addressing the introverted a
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the discipline is indeed dubious ma
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5.3.03 What has fur ther emerged fr
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1995 INNOVATIO N KUHN 1962 - 1996 S
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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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