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Copyright © 2018 Ewan Reid Chapter 2: Literature review _______________________________________________________________________________________________________________________________________________________________________________________________________________________ Table 2: Core elements of entrepreneuring (adapted from Rindova et al. 2009) Entrepreneuring viewed as an emancipatory process (Table 1, p. 480) Contrast with the dominant themes in traditional entrepreneurship research (Table 1, p. 480) Etymology (pp. 480, 483, 485) Role in entrepreneuring (p. 479) What an entrepreneur does (p. 479) Examples Seeking autonomy ● Actors seek to escape from or remove perceived constraints in their environments ● Constraints are perceived in a variety of environments: economic, social, technological, cultural, and institutional ● Opportunity recognition ● Opportunity creation through technological innovation Ex: breaking free and breaking up Entrepreneurial impetus Overcome or remove perceived constraints of an intellectual, psychological, economic, social, institutional, or cultural nature 1. Google’s founding story “exemplifies the elements of breaking free (setting out to do things their own way) and breaking up (downloading the internet to improve upon early search engines)” (p. 481) 2. Google’s disdain for the status quo inviting legal battles (p. 482): scanning books (disregarding copyright), retaining personal search data indefinitely, storing email on its own servers (a target for law enforcement abuse), inserting ads in emails, making cheap personal computers Authoring ● The rules of engagement with key resource providers should reflect change-creating intent ● Organizational arrangements can be designed to preserve emancipatory potential ● Familiar and legitimate organizational forms enhance survival ● Affiliations with high-status actors also increase legitimacy and survival chances Mancipare: taking ownership of oneself and one’s acts Actions to organize resource exchanges Position the entrepreneurial project in a system of exchange relationships with resource holders 1. Google’s unconventional group leadership structure with three leaders (pp. 483-484) 2. Google’s non-conformance with standard Wall Street practices, by providing no guidance on earnings, and an IPO by share auction rather than underwriting (p. 484) 3. Grameen Bank’s relationships with borrowers inthepoorestpartsofthepopulation:meetingsin the borrowers’ homes and villages, loan repayments in small weekly installments, no legal instrument between lender and borrower, no stipulation of using courts to recover a loan, efforts to help a borrower in difficulty to regain strength, and maximum limits on interest (p. 484) Making declarations ● Making declarations about intended change is essential to mobilize support and generate change effects ● Tangible investments in technologies, products, and human capital drive perceptions of value and meaning of entrepreneurial efforts ● Symbolic and cultural means are used to increase perceived fit of investments with existing values and cultural accounts Usage: Declaration of Independence, Emancipation Proclamation Actions to manage stakeholder interpretations Position the entrepreneurial project in the webs of meaning within which stakeholders interpret the value of products and activities 1. Larry Page dreamed of “making millions of books searchable by anybody in the world with an Internet connection” (p. 486) 2. Amazon declared itself to be “Earth’s biggest bookstore” (p. 485) 3. Thomas Edison declared that he had discovered how to make electricity a cheap andpracticalsubstitutetogas(p.486) _______________________________________________________________________________________________________________________________________________________________________________________________________________________ 10PDF Image | Carbon Removal
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