Before there can be entrepreneurship there must be the potential for entrepreneurship, whether in a community seeking to develop or in a large organization seeking to innovate. Entrepreneurial potential, however, requires potential entrepreneurs. This paper discusses antecedents of such potential and proposes a model based on Shapero's (1982) model of the entrepreneurial event. We then discuss this model in light of supporting evidence from two different perspectives, corporate venturing and enterprise development.
Antes de haver a possibilidade de empreendedorismo, é fundamental que haja potencial para tal, seja em uma comunidade buscando o desenvolvimento, ou em uma organização de grande porte que busca a inovação. Porém, o potencial de empreendimento precisa de um empreendedor em potencial. Este trabalho trata dos antecedentes de tal potencial e propõe um modelo baseado no modelo de Shapero (1982) do evento empreendedor. Portanto, tratamos deste modelo sob a luz de evidências embasadoras de duas perspectivas diferentes: empreendimento corporativo e desenvolvimento empresarial. (Inserido sob permissão da editora.)Palavras-chave: Empreendedor; Empreendimento corporativo; Desenvolvimento empresarial.
The study of entrepreneurship is still in its infancy. Kuhn (1962) points out that fields of knowledge evolve through paradigm competition and the search for better answers to new sets of inquiries, in which the maturing field of entrepreneurship, too, should be engaged. Barriers to evolutionary advances in entrepreneurship include the field's uneven development, its lack of consistency of terminology or method, and its relative isolation from developments in key informing fields. To avoid fragmentation and to enhance the opportunity for the systematic development of the entrepreneurship paradigm, an exploration of its parameters is proposed. Considered are three concepts central to entrepreneurship but eretofore unexamined in an integrated fashion by entrepreneurship researchers. The intent
There has been much debate in the management literature between neo-Darwinists (who believe in the natural selection of populations of organizations) and adaptationists (who contend that changes in organization structure and behavior occur in response to the environment). The general thesis of neo-Darwinism is that species are blindly selected for survival by the environment. The latest empirical support for the dominant neo-Darwinism perspective adopted by most biologists is based primarily on the experiments conducted by Salvador Luria who claims to have conclusively demonstrated that genes mutate randomly. Recently, however, biologists have re-examined Luria's research methods and, after replications of his experiments, now question some aspects of the validity of his results. Moreover, there is now new research which provides support for the earlier adaptationist position, namely, the existence of evolutionary drivers and directors existing within self-organizing systems. Of particular importance to the present study is the experimental indication that self-organizing systems play a conscious role in their own evolution. We propose that similar mechanisms or processes operate in organizational adaptation, thus pointing toward a theoretical modification of neo-Darwinism that embraces both adaptation and natural selection in a general, unified theory.
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