Volume 18 /"lumber 3 ThIrd Quarter INTRODUCTION ENTREPRENEURSHIP Entrepre.-Jrshlp: The Issue of Clutfvlty In the Market Place role of a manager may be added, if separate from that of the capitalist. Starting with this role model, business activity is commonly perceived as routine behavior involving no creativity at all. What can be creative in buying grain in Kansas and seIling it in New York? What can be creative in opening a store and profiting from it? It is not surprising, therefore, that most research on creativity concentrated on scientific discoveries, technological inventions or artistic creations (see Taylor & Barron, 1963; Wertheimer, 1945; Harding, 1948; Taton, 1957). The businessman, if mentioned at all in this literature, is seen as the person who applies the end-product of a creative act such as an invention to make money (see Taussing, 1915, for a clear statement of this thought). However, categorizing economic behavior into these three roles reflects a lack of understanding of how the economy works. The most unfortunate failure of such categorization is the confusion between the role of capitalist and the role or function of the entrepreneur. A person might be acting in both roles, but analytically, the two
The Journal of Creative Behavior – Wiley
Published: Sep 1, 1984
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