Abandoning (entrepreneur)ship:

[Entrepreneurship] attaches to the creation of new things, to the realization of the future value system. It is at the same time the child and the victim of development. (Schumpeter, 1936: 153–4) This essay is about strategic organization. I begin and end with its relation to the field of entrepreneurship (ENT). This essay is about the strategic (re)organization of the field of entrepreneurship. Like other newer, perhaps niche fields (e.g. inter-national business [IB]), entrepreneurship scholars have been adrift in perceived pre-paradigmatic frustration trying to find a collective voice that could move the field toward the legitimacy and rewards of more established business disciplines. Since neither the 200 year history of the field nor the current array of defin-itions and research questions has provided closure, I take a different and objective (but still provocative) approach to the problem. I see the current conundrum in entrepreneurship as an opportunity to exploit, i.e. a unique time to assess the field and to determine and unite around a path that is best for ENT researchers as a whole, as opposed to letting other fields, or an imperfect history, or any individuals