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Edited by Mason A. Carpenter
Chapter 12: Romeo, Juliet, and Shakespeare: Thematizing the Nexus of Strategic Leadership and Entrepreneurship
Zeki Simsek, Ciaran Heavey, Smriti Prabhakar, and M. Nesij Huvaj Strategic entrepreneurship (SE), broadly conceived as entrepreneurial action with a strategic perspective, has emerged as an exciting construct for strategic management and entrepreneurship researchers (Schendel and Hitt, 2007). SE involves the integration of entrepreneurial and strategic perspectives in developing and taking actions designed to create and sustain wealth (Hitt et al., 2001). SE thus, at its core, seeks to combine opportunity-seeking behavior and advantage-seeking behavior (Monsen and Boss, 2009). While research on the conceptualizations, antecedents, and consequences of SE is still evolving, strategic leadership (SL), which focuses on the people who have overall responsibility for the organization, is viewed as an essential fulcrum for developing significant understanding (Ireland et al., 2003). Strategic leaders are a guiding force in determining a vision for entrepreneurship, managing resources strategically, fostering an entrepreneurial culture, and establishing control systems (Ireland and Hitt, 1998). Strategic leaders also shape SE by nourishing an entrepreneurial capability, protecting innovations, making sense of opportunities, and questioning the dominant logic within the firm and industry (Covin and Slevin, 2002). The study of SL, which was significantly stimulated by the upper echelons theory (Hambrick and Mason, 1984), generally focuses on the impact of the characteristics of strategic leaders on the form, fate, and fortunes of firms by shaping what strategic choices they make, and why and when they make those choices. The people who are the subjects of SL research can be individual executives (CEOs), top management teams (TMTs), or other governance...
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