The artisans' dilemma: Artisan entrepreneurship and the challenge of firm growth |
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| Institution: | 1. Technical University of Munich, TUM School of Management, Arcisstr. 21, 80333 München, Germany;2. Université Libre de Bruxelles, Solvay Brussels School Economics and Management, Avenue FD Roosevelt 50, 1050 Brussels, Belgium;3. University of Oklahoma, Price College of Business, 307 W. Brooks St., Norman, OK 73069, United States;4. Mendoza College of Business, University of Notre Dame, Notre Dame, IN 46556, United States;1. Samuel and Pauline Glaubinger Professor of Entrepreneurship, Kelley School of Business, Indiana University, Bloomington, IN 47405, United States of America;2. Brown and Williamson Associate Professor of Entrepreneurship, College of Business, University of Louisville, Louisville, KY 40292, United States of America;3. Jack M. Gill Chair of Entrepreneurship, Kelley School of Business, Indiana University, Bloomington, IN 47405, United States of America;4. Ray and Milann Siegfried Professor of Entrepreneurship, Mendoza College of Business, University of Notre Dame, Notre Dame, IN 46556, United States of America;1. University of Oklahoma, 455 W. Lindsey DAHT 205, Norman, OK 73019, United States of America;2. Sykes College of Business, University of Tampa, 401 Kennedy Blvd, Tampa, FL 33606, United States of America;3. Martha and Spencer Love School of Business, Elon University;4. Tom Love Division of Entrepreneurship & Economic Development, OU Price College of Business, University of Oklahoma, 1003 Asp Ave., Norman, OK 73019, United States of America;1. ETH Zurich, Department of Management, Technology, and Economics, Weinbergstrasse 56/58, 8092 Zurich, Switzerland;2. University of Oldenburg, Department of Business Administration, Economics, and Law, Ammerlaender Heerstr. 114-118, 26129 Oldenburg, Germany |
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| Abstract: | An increasing number of entrepreneurial ventures are growing at exponential rates despite their founders' professed intentions not to grow their firms. We refer to these individuals as artisan entrepreneurs. Through an inductive, phenomenon-based research approach, we explore how artisan entrepreneurs subscribe to a counter-institutional identity yet engage in a divergent set of behaviors. We discover that artisans' counter-institutional identity contains two sides—promoting the exclusion of ‘who we are not’ (oppositional identity) or providing support for ‘who we are’ (relational identity). We theorize that artisan entrepreneurs' differing views regarding their independence led to very different approaches to growth. When artisans either do not see forms of external control as impinging on their independence or sense that serving stakeholders is a means to perform relational identity work, they embrace growth. Thus, artisans may find that growth serves stakeholders, but funding growth brings about financial pressures, which may force the artisan down a path of growth. |
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