Shaping Entrepreneurship Research: Made, as Well as Found is a collection of readings designed to support entrepreneurship research. Focused on a worldview in which the future is open-ended and shapeable through human action - i.e. "made", this collection reframes entrepreneurship as a science of the artificial rather than as a natural or social science. It posits an open-ended universe for the making of human artifacts even if large swathes of nature and society are not within the control of the people making them. The book explores the notion of "made" through 25 foundational readings - classics from the history of ideas. Organized into five sections, each classic is individually introduced by the editors in one of five chapters written to explain its relevance and significance for a "made" view of entrepreneurship. Readers will benefit from exposure to these classic ideas and ongoing research in a variety of areas that fall somewhat outside the line-of-sight of traditional entrepreneurship research. Both individually and collectively, the readings suggest opportunities to ask new questions and develop new ways of framing entrepreneurship research that carry the discussion beyond worlds found to worlds made as well as found. The book is crafted to be valuable to three groups of scholars: young scholars with limited or no access to research infrastructure but with a desire to participate in deep conversations; young scholars with access to research infrastructure who also desire to listen-in on a different kind of conversation; and established entrepreneurship scholars who are contemplating an alternative set of foundational ideas to support their conversations in the discipline.

The contributors to this original volume of theoretically grounded case studies of the entrepreneurial phenomenon look at the process of entrepreneurship in the emerging regions of India, China, Ireland, Eastern Europe, North and South America, and North and South-East Asia. The book's organization is designed to take the reader from a general framework for understanding the relationship between economic development and entrepreneurship to more specific examples of how entrepreneurs and their firms respond to the opportunity and threats that are dynamically evolving in such places. The case studies provide scholars with the opportunity to develop theoretically grounded research questions that will advance the field beyond what we already know from previous work in the contexts of the US and developed economies. The book represents the first serious attempt to suggest new theoretical frameworks for understanding the emergence of entrepreneurship in regions that do not have all of the classical prerequisites (such as financial and human capital, favorable geography, institutional infrastructures, and so on) predicted in extant development models. This book takes an important step forward in our knowledge of entrepreneurship and will be of great interest to scholars and graduate students in business, economic development, and regional studies; policymakers in economic development, technology transfer, and financial markets; and journalists following business and development issues in emerging regions.

Shaping Entrepreneurship Research: Made, as Well as Found is a collection of readings designed to support entrepreneurship research. Focused on a worldview in which the future is open-ended and shapeable through human action - i.e. "made", this collection reframes entrepreneurship as a science of the artificial rather than as a natural or social science. It posits an open-ended universe for the making of human artifacts even if large swathes of nature and society are not within the control of the people making them. The book explores the notion of "made" through 25 foundational readings - classics from the history of ideas. Organized into five sections, each classic is individually introduced by the editors in one of five chapters written to explain its relevance and significance for a "made" view of entrepreneurship. Readers will benefit from exposure to these classic ideas and ongoing research in a variety of areas that fall somewhat outside the line-of-sight of traditional entrepreneurship research. Both individually and collectively, the readings suggest opportunities to ask new questions and develop new ways of framing entrepreneurship research that carry the discussion beyond worlds found to worlds made as well as found. The book is crafted to be valuable to three groups of scholars: young scholars with limited or no access to research infrastructure but with a desire to participate in deep conversations; young scholars with access to research infrastructure who also desire to listen-in on a different kind of conversation; and established entrepreneurship scholars who are contemplating an alternative set of foundational ideas to support their conversations in the discipline.

The Innovation Journey presents the results of a major longitudinal study that examined the process of innovation from concept to implementation of new technologies, products, processes, and administrative arrangements. Its findings call into question most of the explanations of the innovation process that have been proposed in the past.
The Minnesota Innovation Research Program, on which this book is based, involved over 30 researchers who undertook longitudinal studies that tracked the development of 14 diverse innovations in real time and in their natural field settings. Studying its results, the authors find that the innovation journey is neither sequential and orderly, nor is it a matter of random trial and error; rather it is best characterized as a nonlinear dynamic system.
The system consists of a cycle of divergent and convergent activities that may be repeated over time and at different organizational levels if enabling and constraining conditions are present. This divergent-convergent cycle is found to be the underlying dynamic that explains the development of corporate cultures for innovation, learning among innovation team members, leadership behaviors of top managers or investors, building relationships and joint ventures with other organizations, and developing an industrial infrastructure for innovation. Resource investments and organizational structure enable this innovation cycle, while external institutional rules and internal focus draw the boundaries of the journey.
The authors conclude with advice for innovation managers and entrepreneurs: learn to "go with the flow," because while they can learn to maneuver through the innovation journey, they cannotcontrol its flow.