Posts filed under ‘Entrepreneurship’
| Peter Klein |
Much as I hate to use this blog for self-promotion, … Hahahahaha. OK, seriously. As many of you know I joined Baylor University this fall and will be heavily involved with Baylor’s new PhD program in Entrepreneurship. Prospective students interested in entrepreneurship, strategy, organizational economics, innovation, creativity, institutions, business history, governance, the theory of science, Austrian economics — i.e., the regular topics of this blog — should consider applying. Detailed information about the program, including application materials and instructions, are on the program website. The formal deadline for Fall 2016 admission is next Friday, January 15, so time is short! I’m happy to answer any questions.
| Peter Klein |
The AOM’s Entrepreneurship Division listserv has been featuring an interesting discussion on the incentives facing junior (and senior) scholars for doing “high-risk” research. To be sure, most early-career scholars focus on making incremental contributions to well-established research programs; after securing tenure, the argument goes, they can be bolder and more experimental. The problem is that, in many academic fields, junior scholars have the greatest capacity for novelty and creativity (in mathematics, for example, you may be past your prime at 35). I’m not sure this true in the social sciences, which may place too much emphasis on clever technique over mature reasoning. But certainly many academics worry that the need to publish or perish makes it difficult for junior scholars to take chances, to the detriment of scientific progress.
I really liked Jeff McMullen‘s comments on the problem, reproduced here with permission:
Dean Shepherd and I wrote a paper about this issue several years ago, which grappled with some of these issues, especially what “risky research” means to tenure track researchers. Here’s the reference:
McMullen, J. S., & Shepherd, D. A. (2006). Encouraging Consensus‐Challenging Research in Universities. Journal of Management Studies, 43(8), 1643-1669.
I wanted to write that paper because I was starting off my career and wanted to do consensus-challenging research, but I also wanted to understand the consequences of employing such a career strategy. Much of what Dean and I discovered in that research has only intensified over the years as competitive pressures have made institutional incentives that much more uniform.
The challenge for me personally, however, is not the incentives and institutional pressures; instead, it is having the moral courage to conduct research that I believe is important and valuable even though I know the academy may not yet value it, at least not yet. Will I be able to meet the high productivity bar of my colleagues whose research or approach is more mainstream? Some of us are drawn to topics that are mainstream (count your blessings you lucky dogs), but some of us just have to let our freak flags fly. What is the cost of doing research we care about and do we have the courage to pay this price?
Like other innovations, consensus-challenging research is uncertain. Just like routine must be the norm for innovation to mean anything, incremental, consensus building research has to be the norm for any notion of uncertain, consensus-challenging research to make sense. Sometimes uncertainty bearing pays off economically, but more often it does not. Therefore, uncertain payoffs are likely to be motivated by incentives that are not economic — e.g., intrinsic motivation such as intellectual curiosity or feeling like we have said something original if that’s even possible. Perhaps, this is how it should be.
So, the real question for me is and has been through much of my career: how much is it worth to me in terms of institutional status, job security, promotion, or raises to forgo incremental publications and the accolades that come with those to write papers I care about? What is the optimal blend that I might stay employed yet truly care deeply about what I write? Can I live with socio-emotional costs of not being as productive as my colleagues?
For the most part, I have been blessed to be surrounded by colleagues who have valued me and what I do, but I also sought to work for institutions and with colleagues who I believed valued what I valued or at least had that capacity.
Can the system be better? Absolutely, it could be more forgiving. We could lower the institutional costs of innovative research. But, the system only has as much power as you and I choose to give it over our hearts and minds. Great leaders throughout history ranging from Jesus to Gandhi to King to Mandela have confronted a similar choice between compliance and civil disobedience and have had the moral courage to choose civil disobedience despite consequences that dwarf what you and I face. Changing the system starts first with having the moral courage to make peace with the worst possible outcome and yet still having the conviction to advance what we believe in.
So, let us ask what we might change “out there” to make science more inclusive, but let us not forget to ask what we need to change in ourselves. Like the entrepreneurs we study, meaningful work has a price, and may only be meaningful because it does.
| Peter Klein |
I just wanted to bring your attention to a PDW I am organizing for the upcoming AoM meeting, where we will engage in frank and in-depth discussions about the problems and merits of the popular notion of “entrepreneurial opportunity”. We have been fortunate to gather a collection of very strong scholars and independent thinkers as presenters and discussants in this PDW: Richard J. Arend, Dimo Dimov, Denis Grégoire, Peter G. Klein, Moren Lévesque, Saras Sarasvathy, and Matthew Wood. . This illustrious group of colleagues will make sure the deliberations do not focus on a “beauty contest” between “discovery” and “creation” views but instead reach beyond limitations of both.
I encourage you to join us for this session, and to make absolutely sure I won’t send you to the wrong place at the right time I have copied the details straight from the online program:
Title: Entrepreneurial Opportunity: The Oxygen or Phlogiston of Entrepreneurship Research? (session #365)
Date & Time: Saturday, August 08, 2015, 12:30:00 PM – 3:00:00 PM
Hotel & Room: Vancouver Convention Centre, Room 012
Further elaboration follows below. Heartily welcome!
| Peter Klein |
Thanks to Andrew for the pointer to this weekend’s Reading-UNCTAD International Business Conference featuring Mark Casson, Tim Devinney, Marcus Larsen, and many others. Mark’s talk (not yet online) focused on the need for methodological individualism in international business research. “Firms don’t take decisions, individuals do. When you say that a firm pursued an international strategy, you really mean that that the CEO persuaded the individuals on the board to go along with his or her strategy.” As Andrew summarizes:
Casson spoke at great length about the need for research that focuses on named individuals, is based on the extensive study of primary sources in archives, takes social and political context into account, and which looks at case studies of entrepreneurs in different time periods. In effect, he was calling for the re-integration of Business History into International Business research.
And a renewed emphasis on entrepreneurship, not as a standalone subject dealing with startups or self-employment, but as central to the study of organizations — a theme heartily endorsed on this blog.
| Peter Klein |
We have been using the term “judgment-based view” to describe our approach to entrepreneurship. The term “judgment” of course comes from Knight, and was used also by Mises, Casson, and many others. Contemporary entrepreneurship research is still dominated by the opportunity-discovery view, but increasing criticism from the judgement-based view, the effectuation and bricolage approaches, the opportunity-creation view, and other perspectives is challenging the notion that profit opportunities exist, waiting to be discovered, and even that “opportunity” is a meaningful construct at all.
Nicolai and I organized a themed section in the Journal of Institutional Economics on the judgment-based view with papers from Niklas Halberg, Jeff McMullen, and Andrew Godley and Mark Casson. Our introduction reviews the increasing importance of entrepreneurship in economics and management research, explains the relationship between entrepreneurship and economic organization, discusses some microfoundations of judgment, and distinguishes judgment from luck and judgment per se from good or skilled judgments.
The papers are available electronically at the links above, and in hardcopy in the Fall 2015 issue of JOIE.
| Peter Klein |
We’ve featured several posts on the relationship between artistic and entrepreneurial creativity, arguing that great art, like great entrepreneurship, is rarely the product of isolated individuals, toiling away privately and swimming against the tide, misunderstood or ignored by the establishment. Rather, both art and entrepreneurship are usually highly social and commercial activities, with subtle and nuanced relationships among creators, patrons, rivals, and customers.
I’ve been reading two interesting books on modern art that emphasize the idea of an artistic “ecosystem,” a complex set of interactions among artists, curators, critics, buyers, and others with commercial interests, Daniel Seidell’s Who’s Afraid of Modern Art and Sarah Thornton’s Seven Days in the Art World. I see many parallels with the contemporary entrepreneurship literature and its focus on ecosystems of entrepreneurs, funders, suppliers, customers, makers of complementary products, regulators, and so on. Phone and tablet makers depend on app programmers and vice versa; engineers need venture capitalists and vice versa; founders and funders are embedded within clubs, networks, and associations; etc. As Seidell notes:
Serious art in the Western tradition — that is, art that is not content to “imagine” what we think we already know about the world of appearances and experiences, but probes more deeply into the nature of such reality through aesthetic form — has always been inextricably bound up with business. It is inseparable from patrons and collectors, with markets and dealers, with personalities and egos. . . .
Great art emerges out of the warp and woof — some would say the muck and mire — of commerce, of production and distribution that is at the very heart of [the art world].
Seidell is trying to help us understand the modern and contemporary art that frustrates and confuses most of us — abstract expressionism, pop art, Damien Hirst’s formaldehyde shark — by explaining that the value of these works comes not solely from the work itself, or even from the relationship between the work and the viewer, but from the way the work is perceived by critics, curators, collectors, and other artists. Much “high art” is actually produced for them, not for us. Of course, with entrepreneurship, the commercial value of any venture is ultimately determined by us, the consumers who willingly part with our hard-earned money for the services of the company or product. But, like art, entrepreneurship is a social activity, and great entrepreneurs know how to situate themselves within, or create from scratch, the ecosystem that makes their work great.
| Peter Klein |
I hope to see O&M readers and friends at next week’s SMS Special Conference in Santiago, “From Local Voids to Local Goods: Can Institutions Promote Competitive Advantage?” The conference focuses on the relationships among institutions, firm strategy, entrepreneurship, and economic growth. Besides the usual paper and paper-development sessions, Tarun Khanna’s keynote and several plenary sessions should be of special interest to O&Mers.
Before heading to Santiago I will be giving talks in Rio de Janeiro and São Paulo sponsored by Mises Brasil, to celebrate a new Portuguese translation of my 2010 book The Capitalist and the Entrepreneur, as well as visiting my friends and colleagues at Insper, which among other activities is starting a doctoral program in business administration.
O&M is popular in Latin America. Nicolai and I are both on the advisory board of CORS and have given the CORS lecture; Nicolai was at USP last month to give a PhD course in strategy and organization.