Sustaining entrepreneurial business: A complexity perspective on processes that produce emergent practice |
| |
Authors: | Ted Fuller Lorraine Warren Paul Argyle |
| |
Institution: | (1) Teesside Business School, University of Teesside, Borough Road, Middlesbrough, TS1 3BA, UK;(2) School of Management, University of Southampton, Highfield, Southampton, SO17 1BJ, UK;(3) Flighthouse, Fernhill Road, Horley, Surrey, RH6 9SY, UK |
| |
Abstract: | This article examines the management practices in an entrepreneurial small firm which sustain the business. Using a longitudinal
qualitative case study, four general processes are identified (experimentation, reflexivity, organising and sensing), that
together provide a mechanism to sustain the enterprise. The analysis draws on concepts from entrepreneurship and complexity
science. We suggest that an entrepreneur’s awareness of the role of these parallel processes will facilitate their approaches
to sustaining and developing enterprises. We also suggest that these processes operate in parallel at multiple levels, including
the self, the business and inter-firm networks. This finding contributes to a general theory of entrepreneurship. A number
of areas for further research are discussed arising from this result. |
| |
Keywords: | Entrepreneurship Complexity theory Emergence Sustainability |
本文献已被 SpringerLink 等数据库收录! |
|