Theoretical legitimacy of ‘strategic management’ has not yet been established. This exploratory theoretical paper revisits the connection between entrepreneurship and strategy. Examining data of decisions in two firms across their initial years, one of which sold to a larger buyer and the other did not, this paper attempts to trace the firms’ path in navigating the tension between entrepreneurial exploration necessary for initial growth on the one hand, and strategic direction, on the other, through building efficiency routines necessary for profitable exploitation. Preliminary results and implications are discussed.
|Title of host publication
|Proceedings of 2012 the Australian Centre for Entrepreneurship Research and DIANA Conference (ACERE DIANA)
|Australian Centre for Entrepreneurship Research Exchange
|Published - Feb 2012