Schumpeter and the `Schmollerprogramm': integrating theory and history in the analysis of economic development

Ebner, Alexander

doi:10.1007/s001910050020

Cited by 49 publications

(24 citation statements)

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“…The notion that markets, industries, and capitalism itself were not stable and equilibrating but rather were inherently subject to radical changes that distinguished one period of competition and rivalry from the next was one of the central historical critiques of classical and neoclassical political economy since the middle of the 19 th century. Marx had made this point through a materialist perspective on dialectical change, but by the late 19 th century and early 20 th century this materialist view of historical change had been turned on its head by historical economists and scholars emphasizing entrepreneurial imagination and will as the driving force-that is, mind and management over matter -of disruptive change in markets (Ebner 2000, Wadhwani 2010). Indeed, the first intellectual to coin the phrase "creative destruction" was not Schumpeter, but the historical sociologist Werner Historical methods also offer a way to study such dialectical processes over time.…”

Section: Historical Model 2: Dialectical Processes Of Change In Contextmentioning

confidence: 99%

Historical Change and the Competitive Advantage of Firms

Wadhwani¹,

Jones

2017

The Oxford Handbook of Dynamic Capabilities

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This working paper aims to deepen the scholarly dialogue between strategy and history. It does so by examining how historical models of change can contribute to theory and research on the competitive advantage of firms during periods of rapid innovation. Focusing on the dynamic capabilities framework, it shows how three models of historical change -evolutionary, dialectical, and constitutive -can be used to extend theory and deepen research about the origins, context, and microfoundations of dynamic capabilities. We show how each model of historical change shaped the intellectual development of the dynamic capabilities framework, point to historical research that illustrates these processes, and discuss the methodological and conceptual implications for future research. We conclude by suggesting that recognizing and building on these historical models of change can provide a common conceptual language for a deeper dialogue between historians and strategy researchers.

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Section: Historical Model 2: Dialectical Processes Of Change In Contextmentioning

confidence: 99%

Historical Change and the Competitive Advantage of Firms

Wadhwani¹,

Jones

2017

The Oxford Handbook of Dynamic Capabilities

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“…29. Sur d'autres comparaisons, concernant l'entrepreneur, entre Schumpeter et les économistes de la Jeunes Ècole Historique Allemande, dont Schmoller et Spiethoff, voir Shionoya (1991), Streissler (1994), Ebner (2000Ebner ( , 2003Ebner ( , 2005 et Panayotis et al (2009Panayotis et al ( , 2010.…”

Section: Les Origines De L'entrepreneur Schumpétérienunclassified

Les origines de l’entrepreneur schumpétérien

Gislain¹

2012

interventionseconomiques

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“…rivalry from the next was one of the central historical critiques of classical and neoclassical political economy since the middle of the 19 th century. Marx had made this point through a materialist perspective on dialectical change, but by the late 19 th century and early 20 th century this materialist view of historical change had been turned on its head by historical economists and scholars emphasizing entrepreneurial imagination and will as the driving force-that is, mind and management over matter -of disruptive change in markets(Ebner 2000, Wadhwani 2010. Indeed, the first intellectual to coin the phrase "creative destruction" was not Schumpeter, but the historical sociologist WernerSombart.…”

mentioning

confidence: 99%

Historical Change and the Competitive Advantage of Firms: Explicating The 'Dynamics' in the Dynamic Capabilities Framework

Wadhwani¹,

Jones

2016

SSRN Journal

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This working paper aims to deepen the scholarly dialogue between strategy and history. It does so by examining how historical models of change can contribute to theory and research on the competitive advantage of firms during periods of rapid innovation. Focusing on the dynamic capabilities framework, it shows how three models of historical change-evolutionary, dialectical, and constitutive-can be used to extend theory and deepen research about the origins, context, and microfoundations of dynamic capabilities. We show how each model of historical change shaped the intellectual development of the dynamic capabilities framework, point to historical research that illustrates these processes, and discuss the methodological and conceptual implications for future research. We conclude by suggesting that recognizing and building on these historical models of change can provide a common conceptual language for a deeper dialogue between historians and strategy researchers.

show abstract

Schumpeter and the `Schmollerprogramm': integrating theory and history in the analysis of economic development

Cited by 49 publications

References 0 publications

Historical Change and the Competitive Advantage of Firms

Historical Change and the Competitive Advantage of Firms

Les origines de l’entrepreneur schumpétérien

Historical Change and the Competitive Advantage of Firms: Explicating The 'Dynamics' in the Dynamic Capabilities Framework

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