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ssingcreativeprocessesintheeconomicdomain,strategyisasub-setofentrepreneurship.Forexample,foranygivennewtechnicalinventionthereare,atleastintheory,aninfinitenumberofproductpossibilitiesthatmayflowoutofthatinvention.But,inpractice,onlyafinitesub-setofthosepossibilitieswillcomeintoexistence.Ofthosenewproductsthatcomeintoexistence,onlyasub-setisintroducedbyexistingfirms.Indeed,alargenumberofnewproductsareintroducedintotheeconomybynewfirms.Strategyessentiallyfocusesonexistingfirmsandtheactivitiesofexistingfirms.Entrepreneurship,ontheotherhand,hasbeenfocusingattentiononthecreativeprocess,particularlyofnewfirms.Wheretheyoverlapisatthenexusofthecreativeprocessofexistingfirms.Thus,eachfieldhasvastterrainsthatdonotoverlap.康,紅th城is茂c尖ha睜pt找er仍n寫(xiě)ev恥er掛th掉el迅es孔s錫fo涂cu籍se如s帽ex鮮cl攤us勻iv己el棄y全on亡w艷he泳re囑e教nt蓄re鑼pr貧en抵eu腫rs血hi院p赴an塔d晝st船ra昌te澇gi謠c且ma尸na日ge漸me臭nt超o猛ve拍rl抹ap冠.Itisworthpointingoutherethatwhendiscussingcreativeprocessesintheeconomicdomain,strategyisasub-setofentrepreneurship.Forexample,foranygivennewtechnicalinventionthereare,atleastintheory,aninfinitenumberofproductpossibilitiesthatmayflowoutofthatinvention.But,inpractice,onlyafinitesub-setofthosepossibilitieswillcomeintoexistence.Ofthosenewproductsthatcomeintoexistence,onlyasub-setisintroducedbyexistingfirms.Indeed,alargenumberofnewproductsareintroducedintotheeconomybynewfirms.Strategyessentiallyfocusesonexistingfirmsandtheactivitiesofexistingfirms.Entrepreneurship,ontheotherhand,hasbeenfocusingattentiononthecreativeprocess,particularlyofnewfirms.Wheretheyoverlapisatthenexusofthecreativeprocessofexistingfirms.Thus,eachfieldhasvastterrainsthatdonotoverlap.戶In張t兆he門(mén)p梯re在fa抗ce添t取o捆th丘ei慘r享19繭94著b高oo幣k,喜R字um奔el鋼t,砍S輪ch弱en容de慚l,雞a雪nd闊T勿ee扎ce辰i逆de孔nt短if噴y享th絲e燙su記bj咸ec拍t赴ma鍛tt標(biāo)er說(shuō)o慧f缺st榨ra手te拿gi掘c接ma絨na饒ge酬me外nt統(tǒng)a壓s尚"t時(shí)he掩p末ur搜po修se語(yǔ)fu即l或di予re浸ct陶io諒n柳an跪d譽(yù)na虧tu取ra拼l兩ev晴ol汁ut屋io爸n醬of御e聞nt棋e(cuò)r蠻pr盲is輸es荒."扔(廈Ru圣me霜lt敗,擁et搜.侍al萄.,雨1倉(cāng)99伐4)尿T饅he按y撫fu戰(zhàn)rt腫he誓r庸id費(fèi)en貍ti酸fy臨f蒼ou兇r朋fu突nd霧am麗en涼ta股l墳is踏su唉es矛t冤ha奮t快co聚mp未ri嚼se碌a甜r捉es董ea駕rc這h幟ag狗en習(xí)da背i惑n仙st注ra弱te塞gi棉c蘋(píng)ma流na醫(yī)ge游me刮nt繞:導(dǎo)1.改 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燕Su善pp促ly娃s傘id課e:北素Ne菜w績(jī)or擔(dān)e吹xi播st桐in遠(yuǎn)g燙id布ea今/s喪o晉r幸in匪ve鍵nt贏io胳n/蕉s;斯2.稍糟 茅De猾ma棗nd個(gè)s光id葵e:扶O續(xù)ne歪o乎r變mo暮re訂e本nd堵s要–儀ma逢y橡be軋s橋ub恰je虜ct惑iv冰e波(e桌nd方og看en卡ou敬s)搞a擁sp由ir婦at雷io技ns享o搜r宅ob倒je族ct白iv北e卵(e傷xo獨(dú)ge倍no目us勤)優(yōu)go武al貍s存or厲b派ot營(yíng)h;Theentrepreneurnotonlyhasanideaforaproductorfirm,butalsohassomepersonalaspirationsand/orgoalsinpursuingtheopportunity.GoalscouldbeasspecificasmakinganIPOinfiveyearstocreatingalegacyfortheirchildren.Andaspirationscouldrangefrommakingmoneytoenjoyinganindependentlifestyletochangingtheworld.Furthermore,theseaspirationsandgoalscouldchangeandnewonescouldemergeovertime.Theentrepreneurnotonlyhasanideaforaproductorfirm,butalsohassomepersonalaspirationsand/orgoalsinpursuingtheopportunity.GoalscouldbeasspecificasmakinganIPOinfiveyearstocreatingalegacyfortheirchildren.Andaspirationscouldrangefrommakingmoneytoenjoyinganindependentlifestyletochangingtheworld.Furthermore,theseaspirationsandgoalscouldchangeandnewonescouldemergeovertime.涂3.瓜乞 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FirmBehavior--EmphasizingthecreativityofhumanactionHowdofirmsbehave?Or,dofirmsreallybehavelikerationalactors,and,ifnot,whatmodelsoftheirbehaviorshouldbeusedbyresearchersandpolicymakers?RationalActionEconomicshaslongrestedonfoundationsofrationalaction;andithaslongbeencriticizedforit.Forexample,studieshaveshownthatthatthereareseverelimits--lackofknowledge,computationalability,andabilitytoconsidermorethanafewfactorssimultaneously--thatplaceanupperboundonhumanobjectiverationality(Simon,1959;Payne,Bettman&Johnson,1993;Bar-Hillel,1980;Tversky&Kahneman,1982).Althoughthisdoesnotimplythatdecisionmakersareirrational,itshowsthattheymustusuallyuseheuristicsandapproximateinductivelogics--thatneverthelessoftenleadtoveryeffectivedecisions(Gigerenzer,Hell&Blank,1988).Theyseldomhavetheluxuryofbehavinglikeutilitymaximizers.Butmostcriticismsofthe"rational"foundationsofeconomicsattackandtrytorelaxassumptionsofrationalityratherthanprovideanoverarchingalternativeframework.In1991,however,BuchananandVanbergcalledformoredrasticmeasures,particularlyforourunderstandingofentrepreneurship(Buchanan&Vanberg,1991).Inthatpaper,theyarguefortheusefulnessofaperceptualconstructofthemarketasacreativeprocess,ratherthanasadiscoveryprocess,orthemorefamiliarallocativeprocess.Theirargumentsarebasedonafundamentalassumptionofthefuturethatisnotmerelyunknown,butessentiallyunknowable.Onlyspeculationsandconjecturesarepossibleaboutthefuturebecausethefutureiscreatedbythechoicesthathumanbeingsmake:“Entrepreneurialactivity,inparticular,isnottobemodeledasdiscoveryofthatwhichis“outthere.〞Suchactivity,bycontrast,createsarealitythatwillbedifferentsubsequentondifferingchoices.Hence,therealityofthefuturemustbeshapedbychoicesyettobemade,andthisrealityhasnoexistenceindependentofthesechoices.Withregardtoa“yettobecreated〞r(shí)eality,itissurelyconfusingtoconsideritsemergenceintermsofthediscoveryof“overlookedopportunities.〞(178)CreativeactionPursuanttothedetailedargumentsadvancedbyBuchananandVanberg,weproposethefollowinganswertothefirstfundamentalissueinstrategicmanagement:Firmsbehavecreatively.Firmsnotonlyuserationalandanalyticaldecisionmaking,theyalsousecreativeactionasawaytofigureoutbothgoalsandstrategiesinanintrinsicallydynamicprocess.IfwearetobuildtheoriesofstrategicmanagementandentrepreneurshipbasedoncreativeratherthanrationalactionWeusetheterms“rationalaction〞Weusetheterms“rationalaction〞and“creativeaction〞intheirprecisephilosophical/sociologicalmeanings–suchasthoseusedbyParsonsandJoasrespectively(Parsons,19xx;Joas,1996).Wewanttostressthatwedonotmeancreativeactiontobe“irrational〞,nordowesuggestthatrationalitycannotleadtocreativeoutcomes