Construct · 4 names · 9 citations
Different names. Different fields. One construct. One map.
● jangle · one interface, many labels Nearest construct by meaningcorporate entrepreneurshipcompare the meaningsEvery construct on the map is compared with every other by the meaning of its definitions, and the closest one is surfaced here. The nearest construct to strategic entrepreneurship is corporate entrepreneurship.
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The strategy-making posture that makes a firm behave entrepreneurially, described by Miller in 1983 as the joint presence of innovativeness, proactiveness, and risk-taking in how the firm competes. Covin and Slevin turned that description into a widely used survey scale in 1989, treating the three traits as a single stance a firm can hold to a greater or lesser degree. Lumpkin and Dess restated the construct in 1996, adding competitive aggressiveness and autonomy and arguing that the dimensions can vary on their own rather than always move together. This label frames the entrepreneurial firm as a matter of lasting posture measured by questionnaire, in contrast to the corporate-entrepreneurship label's focus on discrete internal ventures, the entrepreneurial-management label's focus on opportunity pursuit, and the strategic-entrepreneurship label's explicit pairing of entrepreneurship with advantage-seeking.[1][2][3]
Entrepreneurship conducted inside an established organization rather than by an independent founder. Guth and Ginsberg framed the field in 1990 around two activities: the birth of new businesses within the firm, called internal corporate venturing, and the reshaping of the existing firm through strategic renewal. Sharma and Chrisman worked to reconcile the field's crowded vocabulary in 1999, offering definitions that held corporate venturing apart from strategic renewal and from ordinary innovation. This label turns on where entrepreneurship happens, within the boundaries of a going concern, in contrast to entrepreneurial orientation's firm-wide posture, entrepreneurial management's opportunity focus, and the wider wealth-creation frame that the strategic-entrepreneurship label later placed over all of them.[4][5]
A way of running a firm defined by the pursuit of opportunity without regard to the resources currently controlled. Stevenson and Jarillo set out this paradigm in 1990, contrasting the opportunity-driven manager, whom they called the promoter, with the resource-driven manager, whom they called the trustee, and locating entrepreneurship in a set of management practices rather than in a personality or a single founding event. McGrath and MacMillan extended the idea in 2000 as the entrepreneurial mindset, the habit of seeking and seizing opportunity under uncertainty while still executing with discipline. This label frames the entrepreneurial firm as a mode of managing, in contrast to entrepreneurial orientation's measured posture, corporate entrepreneurship's internal ventures, and the strategic-entrepreneurship label's insistence that opportunity-seeking be joined to advantage-seeking.[6][7]
The integrative construct proposed to join the two research streams that the other labels each capture in part. Hitt, Ireland, Camp, and Sexton introduced the term in 2001 to name entrepreneurial strategies aimed at wealth creation, and Ireland, Hitt, and Sirmon built it into a model in 2003, defining strategic entrepreneurship as the simultaneous pursuit of opportunity-seeking behaviour, which entrepreneurship supplies, and advantage-seeking behaviour, which strategic management supplies. Their argument was that firms good at finding opportunities but not at building durable advantage, or the reverse, will do worse than firms that manage both at once. This label is the explicit umbrella: it renames and folds together the posture, the internal ventures, and the opportunity focus that entrepreneurial orientation, corporate entrepreneurship, and entrepreneurial management had each named on their own.[8][9]
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