Anda di halaman 1dari 1

Criticalanalysisof:Ireland,R.D.,Hitt,M.A.andSirmon,D.G.,2003.

Amodelofstrategic
entrepreneurship:Theconstructanditsdimensions.Journalofmanagement,29(6),pp.963989. Commented [FS1]: Donotforgettoincludethetitleofthe
paperandstatethatthisisacriticalanalysis.
JohnnyDarko(INTBUS301,Assignment4)
Commented [FS2]: Thesameforyourname.Iwilldeduct
pointsfornoname/titleofthedocument.

Theauthorsstartfromthepremisethatstrategicmanagement(SM)andstrategicentrepreneurship
(SE)arecomplementaryfields,bothconcernedwiththeinterrelatedconceptsofgrowthandwealth
creation,yetbothhistoricallyfocusondifferentaspectsoftheseconcepts.Thatis,SEismostly
focusedonachievingcompetitiveadvantageasadeterminantofwealthcreation.Competitive
advantageisbeingdeterminedbythemarketconditionsand/orpossessionandcontrolofvaluable
resources.SEputsopportunityrecognitionatthecoreofachievinggrowth,oftenthrough
introductionofnewproductsandprocesses.Theauthorsstressthatunderstandingthe
complementaritiesbetweenthetwofieldsisnecessarytounderstandhoworganisationcreate
wealthandachievingsustainablecompetitiveadvantage. Commented [FS3]: Notsurethisisexactlywhatthey
claim.Probablyneedsalittlebitrewarding/extensionto
Consequently,thepaperintroducesanintegrativeframeworkthatbringsthetwofieldstogether,in bettercapturewhytheythinkthisframeworkisneeded.

anattempttoincorporatethe(broad)rangeofconceptsfrombothfields.Thisisbasedonthe Commented [FS4]: Thesummaryisquitegood:focused


assumptionthatfirmsfocusonidentificationofopportunitiesintheirexternalenvironment(SE)and anddoesnottrytosummarisethewholepaperpointby
point/sectionbysection.
turningtheseintocompetitiveadvantage(SM).Yet,accordingtotheauthors,theseprocessesdo Thereissomespacetobemoreprecise/specificin
notalwaysgotogether.Instead,itiscommontoseenewventuresexcellinginopportunity summarisingwhatthemodelintendstodo/address.
identificationbutlackingthecompetenceindevelopingandsustainingcompetitiveadvantage,while Commented [FS5]: ThisistrueandIagree.Butthe
incumbentorganisationstendtobetheopposite. authorsalsoclearlystatethat:Theactionsassociatedwith
thesedimensionsarecomplexandchallengingandthe
Overallthepaperdevelopsaconvincingargumentthatachievingsustainablecompetitiveadvantage modelofSEpresentedhereinrequiresresearchtobetter
isacombinationofstrategicentrepreneurshipstrategicmanagement.Yetnotalloftheelements understandtherelationshipsposed.Forexample,weneed
tomorefullyunderstandhowtoestablishan
introducedinthepaperareclearlyintegratedandthelinkagesbetweenthevariouselementsstill entrepreneurialmindsetandentrepreneurialcultureandthe
needsomeadditionalexplanation.Forexample,itisnotclearhowentrepreneurialmindeset,mostly relationshipbetweenthetwo.Inaddition,empiricalresearch
focusedonindividuals,canbepromotedandleveragedinorganisations.Thoughthe(implicit) isneededtoexplicateandunderstandhowentrepreneurial
leadersmanageresourcesstrategicallytocreatecompetitive
suggestionisthatthisisachievedthroughdevelopingentrepreneurialculture,theimplicationsfor advantages.
strategicmanagementofsuchcultureremainunclear. Youshouldacknowledgethatthepaperistopromote
furtherdebateandresearchintheseareas,ratherthan
Thisrelatestoanothershortcomingofthepaper:partsoftheargumentareperhapstoouncritical. critiquethe(acknowledged)shortcomings.
Forexample,theauthorsclaimthatorganisationsshouldencourageentrepreneurialculture,which Ontheotherhandtheseshortcomingsareagoodstartfor
classdiscussion.
ispromotesrisktaking,toleratesfailure,andchampionsadministrativeinnovation.Yettheyfailto
discusswhatitmightrequire,whatshouldbeconsideredorwhatarethepotentialpitfallsandrisks. Commented [FS6]: Thisisagoodpoint.Wouldbeagreat
discussionhookforthepresentation.
Thislargelyunderminesthepotentialvalueofthepapertopractitioners.
Commented [FS7]: Goodconnectiontooneofthe
Nevertheless,thepaperstillofferssomevaluetopractitionersbyhighlightinganumberoftools(e.g. readings.Itshowsthatyouwentbeyondjustreadingand
summarisingthepaperbut,instead,activelyengagedwith
realoptions)thatcansupportSE.Ialsofoundthediscussiononleadershiptraitsasvaluableand
whattheseelementsmeanandhowtheycanbeexplained.
interestingasitimplicitlyhighlightsthevalueofcriticalthinking(Wright,2013),andespeciallythe Butdonotforgettoaddreferencelistattheend.
abilitytochallengeassumptionsandestablishednorms,thatisnecessaryinsupportingSE.Thispart Commented [FS8]: Somespaceleftthatyoucoulduseto
ofthepapercouldbestrengthenedtoprovidemanagersandstudentswithsomeadditional,more stilldeveloptheargumentabitmore.Especiallyashort
explicit,guidanceindevelopingtheseskills. summaryofwhatthemodelitselfisabout/does.p
Commented [FS9]: Highlightingthatthisisyour
Uponreadingthepaper,IwasleftwiththeimpressionthatSEiscloselyrelatedtothemangers interpretationisimportanthere.Ilikeitasitreinforcesthe
capabilitytoseeopportunitiesandleveragetheexistingorganisationalresources.Butthisleaves pointthateachreadermighthaveadifferentinterpretation
othermembersoftheorganisationaslessimportanttofacilitatingSEtoachievesustainable andpickdifferentpointsfromthereading.
Highlightingwhatyoufoundaspotentialshortcoming/issue
competitiveadvantage. oftheframeworkisagooddemonstrationofcriticalthinking
andengagementwiththetext.Again,youhaveagreat
exampletopickupfordiscussionintheclass.