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Advancement in Entrepreneurship research
Advancement in Entrepreneurship research The field of entrepreneurship incorporates scholarship from disciplines of psychology, economics, sociology and management (Kuckertz & Mandl, 2016; Rehn et al., 2013) and is therefore bound to create ambiguity in constructs used (Kuckertz & Mandl, 2016). For instance, the terms ‘entrepreneurial firms’ and ‘small business firms’ have often been used interchangeably (Bruyat & Julien, 2000; Jun Li & Matlay, 2006). Indeed, there are conceptual overlaps of these two terms (Kuckertz & Block, 2016; Kuckertz & Mandl, 2016; Ritchie & Lam, 2006; Volery & Mazzarol. The debate about whether they are related (Jun Li & Matlay, 2006), distinct (Carland, Hoy,Boulton, & Carland, 1984; Davidsson, 2017) or the same (Devine & Kiggundu, 2016) continuesto be at the forefront of entrepreneurship research.
Carland et al (1984) argued that these fields are distinct because their contribution to economic growth is significantly different. In their work they attempt to distinguish a small business owner from an entrepreneur and an entrepreneurial firm from a small business firm. In doing so, they state that, a “Small business venture is any business that is independently owned and operated, not dominant in its field, and does not engage in any new marketing or innovative practices.” An “Entrepreneurial venture is one that engages in at least one of Schumpeter’s four categories of behaviour: That is, the principal goals of an entrepreneurial venture are profitability and growth and the business is characterized by innovative strategic practices.”
A Small business owner is an individual who establishes and manages a business for the principal purpose of furthering personal goals. The business must be the primary source of income and will consume the majority of one’s time and resources. The owner perceives the business as an extension of his or her personality, intricately bound with family needs and desires”.
“An Entrepreneur: An entrepreneur is an individual who establishes and manages a business for the principal purposes of profit and growth. The entrepreneur is characterized principally by innovative behaviour and will employ strategic management practices in the business” ( Carland et al., 1984: p 358).
Since then, research has begun to question the nature of these boundaries. For example, Delmar & Wiklund’s (2008) work highlights how small businesses pursue growth and studies have exposed how family ties and kinship networks support entrepreneurship (Arregle et al., 2015; Khayesi & George, 2011; Khayesi et al., 2014).
In relation to the development of the field of entrepreneurship, Shane (2012) remarked, “While debate still remains in many areas and some areas have seen more advancements than others, the field appears to have moved toward a consensus around the core idea that entrepreneurship is a process that depends on both opportunities and individuals. (Shane, 2012: p18). Shane further contends that entrepreneurship is a dynamic process that involves continuous adjustments by those involved. Garud & Giuliani (2013) agree “that entrepreneurial journeys are dynamic processes requiring continual adjustments by actors” (2013: 159). However, Davidsson (2015) suggests that the field needs a new conceptualisation of entrepreneurial opportunities. He contends that, “even with a stated definition authors struggle to apply a consistent view of “opportunity” within individual works. In short, “opportunity” is a very elusive concept”. (Davidsson, 2015: p 675), that is particularly problematic when applied at the micro-level of the entrepreneurship process, which is at the individual(s), venture or individual venture dyads level. Thus, he proposes a major re conceptualization to replace ‘opportunities’ with three constructs, namely External Enablers, New Venture Ideas, and Opportunity Confidence, which will agglomerate the many views discussed under the “opportunity” label.
Table of Contents
- LIST OF TABLE
- LIST OF FIGURES
Chapter 1: Problem Definition and Context
1.0 Introduction
1.1 Theoretical context
1.2 Statement of research problem
1.3 Purpose statement
1.4 Research questions
1.5 Significance of the study
1.6 Structure of the thesis
3.4 Data collection process
3.4.1 Semi-structured interviews
3.4.2 Observation
Review
3.5 Data analysis process
3.5.1 Data preparation
3.5.2 Coding and categorisation of data
3.6 Presentation of case descriptions
3.6.1 Within-Case Analysis
3.6.2 Cross-case Analysis
Chapter 2: Literature review |
2.0 Introduction
2.1 Entrepreneurship as a field
2.2 Advancement in Entrepreneurship research
2.2.1 Methodological advancement in Entrepreneurship research
2.3 The entrepreneurship processimportance of context in entrepreneurship
2.4.1 Resource Constrained Contexts
2.4.2 The Ugandan context40
Chapter 3: Methodology
Introduction
3.1 Researchparadigm
3.2 Research design
3.3 Sampling strategy and case selection
3.3.1 Unit of analysis
3.3.2 Case selection3.3.3 Respondent selection
Chapter 4: Lule Metalworks -Firm 1
4.1 Situation and context
4.3 The firm’s development and bricolage behaviour
4. 4 Response to environmental changes
4.5 Summary of Lule Metalworks
Chapter 5: Musa Body Machinery- Firm 2
5.1 Situation and context
2 The entrepreneur’s bricolage strategies
3 The firm’s development and bricolage behaviour
4 Response to environmental changes
5. 5 Summary of Musa Body Machinery
Chapter 6: Godi’s Workshop- Firm 3
6.1 Situation and context
6.2 The entrepreneur’s bricolage strategies
6. 3 The firm’s development and bricolage behaviour
6. 4 Response to environmental changes
6.5 Summary of Godi’s Workshop
Chapter 7: Manoti and Sons Ltd- Firm 4
7.1 Situation and context
7.4 Response to environmental changes
7.5 Summary of Manoti and Sons’ Ltd
Chapter 8: Millennium Wood and Metal Workshop – Firm 5
8.1 Situation and context
8.2 The entrepreneur’s bricolage strategies
8. 3 The firm’s development and bricolage behaviour
8.4 Response to environmental changes
8.5 Summary of Millenium Wood and Metal Workshop
