Table of Contents

Handbook on Organisational Entrepreneurship

Handbook on Organisational Entrepreneurship

Elgar original reference

Edited by Daniel Hjorth

Organisational entrepreneurship represents an interdisciplinary field of research that relates organisation, entrepreneurship and innovation studies in new ways. This Handbook establishes the scope of this interdisciplinary domain, challenges our perception of relationships between organisation(s) and entrepreneurship, and asks new questions central to our capacity to describe, analyse and understand organisational entrepreneurship.

Chapter 16: Collective creativity: E-teams and E-teamwork

Edited by Daniel Hjorth

Subjects: business and management, entrepreneurship, organisation studies


Increasingly, groups do the business work of entrepreneurship and innovation (Stewart, 1989; Bennis and Biederman, 1997; Hjorth, 2003b; Sawyer, 2007). And these groups increasingly resist conventional, hierarchical, industrial command and control management (Reich, 1987; Sutton, 2001; Florida, 2002; Hackman, 2002; Klein et al., 2006; Carson et al., 2007; Austin and Nolan, 2007). In many lines of contemporary work Frederick Taylor has had his day.1 Accordingly, business practitioners seek to understand the new conditions in which work gets done: increasingly dynamic and competitive work, frequently enabled by creative use of emerging technologies, more and more often placed in a global rather than local or even national context, and more and more focused on innovation (Friedman, 2005; McAfee, 2006). In a creative economy (Howkins, 2001), adapting to these conditions, exploiting them to create value, requires a shift from mobilizing individuals to mobilizing the group (Reich, 1987; Hjorth, 2005). To do this, entrepreneurs and managers need to understand how collaborating groups best work and how to organize them. In this chapter we take a look at an increasingly important segment of business work: the creativity of special teams working iteratively to create a product that emerges from the activity of producing it. Such teams characteristically do more and better work than seems likely; they exceed the sum of their parts. In the theater we call such a team an ensemble, and for this essay we borrow the concept. We call a non-theater ensemble an E-Team. The work of an E-Team we call E-TeamWork.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information