Entrepreneurship as dynamic, complex, disequilibrious: A focus that benefits strategic organization

We continue the conversation in SO! about possible beneficial relationships between the fields of entrepreneurship and strategic organization, consistent with SO!’s ambition of reducing the distances currently separating fields that share research phenomena (Baum et al., 2003). We do so with a focus on how entrepreneurship (ENT) – as a field with a central focus on dynamic, complex, disequilibrium problems (Bygrave, 1989; Herron et al., 1991) – can add to the understanding of strategic organization (SO). We complement the approaches taken in past SO!apbox essays that have advocated how ENT insights (e.g., on newer and smaller firms, on individual-level versus organizational-level processes, on social welfare, on left-censoring issues, on constrained, bricolagelike resource use, on opportunity recognition, and on other ‘entrepreneurial’ capabilities – Baker and Pollock, 2007; Phillips and Tracey, 2007) can inform SO research.