Entrepreneurship and Strategy: Analyzing Themes from Bibliometric Studies in the Light of the Concept of Strategic Entrepreneurship.
| Autor | Machado, Hilka Pelizza Vier |
| Cargo | Research Article |
INTRODUCTION
Entrepreneurship is a multidisciplinary and dynamic field with focus on opportunities and new businesses (Cornelius, Landstrom, & Persson, 2006; Gartner, Davidsson, & Zahra, 2006; Ireland & Webb, 2007b; Stuart & Sorenson, 2008). In turn, the field of strategy focuses on internal and external aspects of the organization, such as the relationship between structure and strategy (Chandler, 1962; Hoskisson, Hitt, Wan, & Yiu, 1999; Porter, 1985). Both disciplines have common interests of research (Hitt & Ireland, 2000; Shane, 2012), what sometimes blurs the boundaries between them. They are close fields of studies; however, it is important to know the boundaries of each research field to preserve the identity of each discipline.
Furthermore, the concept of strategic entrepreneurship, understood as "an entrepreneurial action with a strategic perspective, a dual focus on creating change" (Agarwal, Audretsch, & Sarkar, 2010, p. 273), represents the symbiotic relationship between strategic management and entrepreneurship (Ireland & Webb, 2007b). This relationship, nevertheless, is not enough developed in the literature. For instance, Simsek, Heavey, and Fox (2017) underscored that strategic entrepreneurship remains "ill-defined and under-developed as a theoretical construct" (Simsek, Heavey, & Fox, 2017, p. 505). They argue that it is not known what the strategic dimension of strategic entrepreneurship is, as well as what is the entrepreneurial dimension of strategic entrepreneurship. In addition, Kuratko and Audretsch (2009) underscored that many important questions and boundary conditions related to strategic entrepreneurship need to be discussed (Kuratko & Audretsch, 2009).
Considering that the intersection of strategy and entrepreneurship is critical to the domain of strategic entrepreneurship that involves the identification and exploitation of opportunities, while "simultaneously creating and sustaining a competitive advantage" (Kuratko & Audretsch, 2009, p. 13), the assumption of this research is that topics of bibliometric research in entrepreneurship and strategy are important to elucidate the boundaries of each research field. At the same time, this discussion is important to advance in the concept of strategic entrepreneurship, evidencing strategy and the entrepreneurial dimensions.
Given that, this research was guided by the following research questions: What are the topics of research in entrepreneurship and in strategy? What are the common and distinct themes between entrepreneurship and strategy? Do common themes relate to the concept of strategic entrepreneurship? The research aims to identify common and distinct themes between entrepreneurship and strategy in order to understand the boundaries of each discipline, the interfaces between them, as well as contribute to the discussion of the strategic entrepreneurship concept. Considering that bibliometric studies provide possibility to identify themes evolved in disciplines (Ferreira, Storopoli, & Serra, 2016), this research had as a starting point scoping literature review to identify bibliometric studies in strategy, in entrepreneurship, and in strategy and entrepreneurship. In the sequence, a thematic analysis was performed in each one of the three topics (strategy, entrepreneurship, entrepreneurship and strategy). Finally, the themes were compared and discussed, in the light of the concept of strategic entrepreneurship.
This article is structured in five topics. Besides this introduction, the second topic discusses the field of research in entrepreneurship and strategy, as well as the concept of strategic entrepreneurship. In the sequence, the methodological procedures are presented, followed by results and discussions. The article ends with final considerations and suggestions for future studies.
ENTREPRENEURSHIP AND STRATEGY AS RESEARCH FIELDS
The origin of entrepreneurship as a research field is related to the foundations of economics (Matthews, Chalmers, & Fraser, 2018). The field developed in an evolutionary way (Gartner et al., 2006; Landstrom & Harirchi, 2018; Short, Ketchen, Combs, & Ireland, 2010) and presents a methodological and analytical pluralism and heterogeneity (Audretsch, 2012).
Landstrom (2008) classifies the development of the entrepreneurship in three phases: (a) emergency; (b) growth (from 1990); and (c) domain (from 2000). The trajectory of the field was influenced by the following important points: (a) the approach of creation of new markets; (b) the Schumpeterian school; (c) Kirzner's school of opportunities; (d) the Knightian school, emphasizing risk and decision; (e) integrative approach, influenced by Mark Casson, emphasizing entrepreneurship as a process of market; (f) characteristics of the entrepreneur as an individual; (g) evolution of entrepreneurship and entrepreneurship as a process; (h) survival and growth business approach (Landstrom, Harirchi, & Astrom, 2012). In the domain phase, that is, from 2000, the field is influenced by Shane and Sarasvathy (Landstrom & Harirchi, 2018). Shane (2012) introduced the processual approach, in which opportunities and individual are central to the phenomenon. With that, opportunity became a key term in the field (Matthews et al., 2018).
Given that, innovation, risk, opportunities, uncertainty, business development (including social and sustainable entrepreneurship), and wealth value are among the central topics in entrepreneurship (Landstrom, Harirchi, & Astrom, 2012; Landstrom & Harirchi, 2018; Matthews et al., 2018). It is important to highlight that entrepreneurship can be analyzed in several levels of analysis. The phenomenon can be described by the micro (individual), intermediate (firm), or macro level (environment) (Gartner, 1985). Another focus of analysis concerns the diverse possibilities of understanding the entrepreneurial action, which can be processual, causal, effectual, or bricolage (Fisher, 2012).
In the strategy field, the 1960s represent the field start, and the first academic research published was titled Strategy and structure, published by Alfred Chandler Jr. (1962). In the initial period, studies were more concentrated on best strategic practices of companies (Hoskisson, Hitt, Wan, & Yiu, 1999). The development of the field was launched by the emergence of the Strategic Management Journal (SMJ). In addition, studies on the economics of industrial organization (EOI) became prominent, especially based on the propositions of Porter (1980, 1985) and Ramos-Rodriguez and Ruiz-Navarro (2004). In the 1990s, the resource-based view (RBV) approach, supported by Wernerfelt (1984) and Barney (1991), originated in firm-specific resources, influenced the field. In recent years, derived from the RBV approach, and with elements of the evolutionary economy, the approach of dynamic capabilities has developed. Furrer, Thomas, and Goussevskaia (2008) mention that, among the texts quoted in the strategy area in recent years, these can be highlighted: Teece, Pisano, and Schuen (1997), Eisenhardt and Martin (2000), and absorptive capacity by Cohen and Levinthal (1990). Another emerging theme is entrepreneurial orientation (Campos, Parra, & Parellada, 2012), originated in Miller (1983), with consequent contributions by Lumpkin and Dess (1996) and Covin and Wales (2012).
The proximity of entrepreneurship and strategy is mentioned by Ronda-Pupo (2015). He analyzed the articles published in the Strategic Management Journal (SMJ) until 2013 and identified that entrepreneurship is one of the main themes of study in the field of strategy. In addition, Venkataraman and Sarasvathy (2001) argue that entrepreneurship and strategy are inseparable. The creation of the Strategic Entrepreneurship Journal (SEJ) in 2007, dismembered from the SMJ, is a testimony of convergence between the fields of research.
Strategic entrepreneurship
Hitt, Ireland, Camp and Sexton (2001) introduced the concept of strategic entrepreneurship, as the intersection between entrepreneurship and strategy. As pioneers in the study of strategic entrepreneurship, Ireland, Hitt and Sirmon (2003) argue that the central elements to strategic entrepreneurship come from two models: (a) Ireland, Hitt, Camp and Sexton (2001), which mentions as central elements to strategic entrepreneurship: innovation, networks, internationalization, organizational learning, growth, top management teams, and governance; (b) Hitt et al. (2001), which includes the following elements: external networks and alliances, resources and organizational learning, innovation and internationalization. Resources, competencies, and capabilities strengthened the strategic focus of the model.
Ireland et al. (2003) improved their previous model and introduced the following elements: an entrepreneurial mindset (encompassing insight, alertness, and flexibility to use appropriate resources), entrepreneurial leadership and culture (innovation and creativity are expected), strategic management of resources (including financial, human, and social capital), and creativity to develop innovations (radical and incremental). According to this model, the integration of the three dimensions results in wealth creation. In 2007, Ireland and Webb pointed out that strategic entrepreneurship is a balance between opportunity-seeking (exploration) and advantage-seeking (exploitation) behaviors, and continuous innovation is important (Ireland & Webb, 2007a; 2007b; 2009).
Therefore, strategic entrepreneurship is related to initiatives in search for competitive advantage, pursuit of opportunity, new entry into products, markets, processes, or technological innovations (Agarwal, Audretsch, & Sarkar, 2010; Autio, 2017). The entrepreneurship aspect of strategic entrepreneurship highlights the importance of exposure and alertness to emerging opportunities, whereas the strategic management side emphasizes the role of deep knowledge and strong expertise for...
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