战略和企业家（英文版）.pdf33

In his book “Invention,” Professor Norbert Wiener (1993), commenting on the relative
importance accorded to individuals and institutions in historical narratives of science and
inventions, asks us to imagine Shakespeare’s “Romeo and Juliet” without either Romeo or the
balcony.1 The story is just not the same. He likens much of the study of the economic history of
science and accounts of inventions as “all balcony and no Romeo.” The balcony for Norbert
Wiener captures the context in which the story unfolds – the culture, the institutions, the
constraints and the catalysts that move the plot forward and thicken it. Romeos, for Wiener, play
the leading parts in the story, becaIn his book “Invention,” Professor Norbert Wiener (1993), commenting on the relative
importance accorded to individuals and institutions in historical narratives of science and
inventions, asks us to imagine Shakespeare’s “Romeo and Juliet” without either Romeo or the
balcony.1 The story is just not the same. He likens much of the study of the economic history of
science and accounts of inventions as “all balcony and no Romeo.” The balcony for Norbert
Wiener captures the context in which the story unfolds – the culture, the institutions, the
constraints and the catalysts that move the plot forward and thicken it. Romeos, for Wiener, play
the leading parts in the story, because there is a strong fortuitous element to inventions and there
is no inevitability that a possible discovery will be made at a given time and space. Take away
either one, Romeo or the balcony, and the whole story falls apart. In a similar vein, we would
liken studies of strategic management to “all balcony and no Romeo.” But if we accuse strategic
management of being “all balcony and no Romeo,” strategic management scholars could
legitimately accuse entrepreneurship of beinguse there is a strong fortuitous element to inventions and there
is no inevitability that a possible discovery will be made at a given time and space. Take away
either one, Romeo or the balcony, and the whole story falls apart. In a similar vein, we would
liken studies of strategic management to “all balcony and no Romeo.” But if we accuse strategic
management of being “all balcony and no Romeo,” strategic management scholars could
legitimately accuse entrepreneurship of being
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