Dewald, JimPetricevic, OlgaAbousalem, Nadine2014-09-232014-11-172014-09-232014http://hdl.handle.net/11023/1784While the origins of strategic entrepreneurship (SE) can be clearly traced and defined, the current conceptualizations of the construct and its boundaries are far less clear. There is still much confusion about SE, and many potential gaps exist in the field. It becomes less clear whether SE is a subfield within the entrepreneurship discipline, a subset of strategic management or of corporate entrepreneurship, or an entirely separate domain that simultaneously or sequentially straddles entrepreneurship and strategy. The primary contributions of this research are the definition of strategic entrepreneurship’s boundaries and the identification of the five critical dimensions of strategic entrepreneurship: 1. The balance between exploration (i.e. opportunity-seeking behaviors) and exploitation (i.e. advantage-seeking behaviors), where the former emerges from entrepreneurship and the latter emerges from strategy; 2. Value creation; 3. Balancing short-term success with a long-term perspective; 4. The continuous nature of strategically entrepreneurial activity; 5. InnovationengUniversity of Calgary graduate students retain copyright ownership and moral rights for their thesis. You may use this material in any way that is permitted by the Copyright Act or through licensing that has been assigned to the document. For uses that are not allowable under copyright legislation or licensing, you are required to seek permission.Business Administration--ManagementEconomics--Commerce-BusinessStrategic EntrepreneurshipStrategic ManagementStrategyEntrepreneurshipCompetitive AdvantagePerformanceCorporate EntrepreneurshipStrategic EntrepreneurWealth CreationValue CreationFirm Performancemaster thesis10.11575/PRISM/24674