Research Handbook on Entrepreneurship and Leadership
Show Less

Research Handbook on Entrepreneurship and Leadership

Edited by Richard T. Harrison and Claire Leitch

This Research Handbook argues that the study of entrepreneurs as leaders is a gap in both the leadership and the entrepreneurship literatures. With conceptual and empirical chapters from a wide range of cultures and entrepreneurship and leadership ecosystems, the Research Handbook for the first time produces a systematic overview of the entrepreneurial leadership field, providing a state of the art perspective and highlighting unanswered questions and opportunities for further research. It consolidates existing theory development, stimulates new conceptual thinking and includes path-breaking empirical explorations.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 7: Entrepreneurial leaders and entrepreneurial managers: differences and similarities in their learning approach

Leon Schjoedt and Vicar S. Valencia

Abstract

Entrepreneurs employ different resources and strategies in the process of creating new ventures, whether the venture is for profit or not for profit. These differences influence the new venture created. Some entrepreneurs create new-to-the-world ventures by invention or synthesis, whereas others create new ventures by extension or duplication. This means that entrepreneurs may be grouped by how they learn and how they employ their knowledge in the venture creation process. Based on how entrepreneurs learn and employ their knowledge, entrepreneurs may be categorized as entrepreneurial leaders or entrepreneurial managers, which is the topic of this chapter. To this end, the authors contribute to the burgeoning literature on entrepreneurship and leadership by emphasizing the distinction between entrepreneurial leaders and entrepreneurial managers based on their preferred learning style and use of knowledge: essentially, entrepreneurial leaders place importance on knowledge exploration, whereas entrepreneurial managers emphasize knowledge exploitation in the new venture creation process.

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

or login to access all content.