Imagination in Entrepreneurship: An Inspiration from Heidegger

Usman Talat (University of Warwick, Coventry CV4 7AL, England Tel: +44 (0)24 7652 3523 Fax: +44 (0)24 7646 1606 Email: Usman.Talat@wbs.ac.uk)
Kirk Chang (1. Salford Business School, University of Salford, The Crescent, Salford, Manchester, M5 4WT, ENGLAND 2. Fudan Development Institute, Think Tank Building, Fudan University, 220 Handan Road, Shanghai, Yangpu District, 200433 CHINA Tel: +44 (0)161 295 2247; Fax: +44 (0)161 295 5022; Email: k.chang@salford.ac.uk)

Article ID: 417

DOI: https://doi.org/10.30564/jpr.v1i1.417

Abstract


Entrepreneur's imagination has crucial implication on business success and management. Despite its espoused importance, imagination is still undervalued and deserves more academic attention. The current article aims to provide a novel perspective on imagination informed by Heidegger (1889-1976; widely acknowledged to be one of the most original philosophers of the 20th century). Specifically, the article has clarified the definition of imagination in entrepreneurship and risen constructs align with the proposed conception. Under the microscope of Heidegger’s theory, entrepreneur’s imagination co-operates ventures successfully by incorporating notions of webs of significance, authenticity, spontaneity, heroes and moods, which guide opportunity identification and exploration in markets. The article has offered new insights to the knowledge of entrepreneur's imagination. From a pragmatic viewpoint, inferential leaps are possible because entrepreneurs practice against a background of webs of significance they own - which they relationally, linguistically and pragmatically - share across institutional frames. Implications of the findings on management are discussed. 


Keywords


Entrepreneurship; Heidegger; Imagination; Instability; Unpredictability; Spontaneity

Full Text:

PDF

References


[1] Anderson, A. R., Dodd, S. D., & Jack, S. (2010). Network practices and entrepreneurial growth. Scandinavian Journal of Management, 26(2), 121-133.

[2] Bakken, T., Holt, R., & Zundel, M. (2013). Time and play in management practice: An investigation through the philosophies of McTaggart and Heidegger. Scandinavian Journal of Management, 29(1), 13-22.

[3] Bruton, G. D., Ahlstrom, D., & Li, H. L. (2010). Institutional theory and entrepreneurship: where are we now and where do we need to move in the future?. Entrepreneurship theory and practice, 34(3), 421-440.

[4] Chia, R., & Holt, R. (2006). Strategy as practical coping: A Heideggerian perspective. Organization studies, 27(5), 635-655.

[5] Dreyfus, H. L. (1981). From micro-worlds to knowledge representation: AI at an impasse. Mind design, 161-204.

[6] Farin, I. (2013). Three levels of historical analysis in early Heidegger. The New Yearbook for Phenomenology and Phenomenological Philosophy XII, (XII), 1-37.

[7] Ganzin, M., & Gephart Jr, R. P. and Suddaby, R. (2014) Language and Communication at Work: Discourse, Narrativity, and Organizing, 4, 219.

[8] Godelier, E. (2010). Myths of the Entrepreneurial Elite. Historical Reflections/Réflexions Historiques, 36(3), 75-93.

[9] Goldie, P. (2004). Emotion, Feeling, and Knowledge of the World. In Thinking About Feeling: Contemporary Philosophers on Emotions, (Ed) R.C.Solomon, 91-106. New York: Oxford University Press.

[10] Harding, A. J. (1996). Imagination, Patriarchy, and Evil in Coleridge and Heidegger. Studies in Romanticism, 3-26.

[11] Heidegger, M (1962) Being and Time. Oxford:Blackwell

[12] Heidegger, M. (1971). Poetry, language, thought. New York: Harper & Row.

[13] Hernes, T., Simpson, B., & Soderlund, J. (2013). Managing and temporality. Scandinavian Journal of Management, 29(1), 1-6.

[14] Horrigan-Kelly, M., Millar, M., & Dowling, M. (2016). Understanding the key tenets of Heidegger’s philosophy for interpretive phenomenological research. International Journal of Qualitative Methods, 15(1), 1609406916680634

[15] Holt, R., & Mueller, F. (2011). Wittgenstein, Heidegger and drawing lines in organization studies. Organization Studies,32(1), 67-84..

[16] Inwood, M. J. (2000). Heidegger: A very short introduction(Vol. 25). Oxford Paperbacks.

[17] Jack, S., Dodd, S. D., & Anderson, A. R. (2008). Change and the development of entrepreneurial networks over time: a processual perspective. Entrepreneurship and Regional Development, 20(2), 125-159.

[18] Dodd, S. D., Anderson, A., & Jack, S. (2013). Being in time and the family owned firm. Scandinavian Journal of Management, 29(1), 35-47.

[19] Keller, K. L. (2000). The brand report card. Harvard Business Review, 78(1), 147-158.

[20] Kier, A., & McMullen, J. S. (2018, July). Entrepreneurial Imaginativeness Within New Venture Teams: A Key to Startup Performance. In Academy of Management Proceedings (Vol. 2018, No. 1, p. 10474). Briarcliff Manor, NY 10510: Academy of Management.

[21] Martin, R. (2010), “Management by imagination”, Harvard Business Review, pp. 64-65.

[22] Mayer, J. D., Caruso, D. R., & Salovey, P. (2016). The ability model of emotional intelligence: Principles and updates. Emotion Review, 8(4), 290-300.

[23] McMullen, J. S., & Kier, A. S. (2017). You don’t have to be an entrepreneur to be entrepreneurial: The unique role of imaginativeness in new venture ideation. Business Horizons, 60(4), 455-462.

[24] Nayak, A., & Chia, R. (2011). Thinking becoming and emergence: process philosophy and organization studies. InPhilosophy and organization theory (pp. 281-309). Emerald Group Publishing Limited.

[25] O’Connor, K. P., & Aardema, F. (2005). The imagination: Cognitive, pre-cognitive, and meta-cognitive aspects.Consciousness and Cognition, 14(2), 233-256.

[26] Sartre, J. P. (2013). The psychology of the imagination. Routledge.

[27] Solomon, R.C, (1999) And now for something completely different: from Heidegger to entrepreneurship. Business Ethics Quarterly 9 (1), 169–177.

[28] Seymour, R. G. (2006). Hermeneutic phenomenology and international entrepreneurship research. Journal of International Entrepreneurship, 4(4), 137-155.

[29] Thompson, N. A. (2018). Imagination and creativity in organizations. Organization Studies, 39(2-3), 229-250.

[30] Tsoukas, H. (2010). Practice, strategy making and intentionality: a Heideggerian onto-epistemology for strategy as practice. Cambridge handbook of strategy as practice, 47-62.

[31] Wolin, R. (2001). The Hannah Arendt Situation. New England Review (1990-), 22(2), 97-125.

[32] Young, K. (2018), “The Simple Question That Can Make or Break a Startup”. Boston: Harvard Business Review.


Refbacks

  • There are currently no refbacks.
Copyright © 2019 Kirk Chang


Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.