Management's knowledge filter: entrepreneurship theory and the historic conceptual evolution of opportunism in management studies

Abstract

Purpose

This study aims to argue that opportunism is central to management thought and illustrate its evolution into a central element of the entrepreneurship theory. The authors show that many criticisms of opportunism tend to conflate the concept with other theoretic traditions.

Design/methodology/approach

The authors trace foundational works by Taylor, Mayo, Fayol, Barnard, Follett and Simon to limit opportunism under the guise of promoting cooperation in organizations.

Findings

Opportunism is conceptualized in transaction cost economics as one of the most controversial concepts in management. While modern management is based on handling opportunism, it is bad for practice, as it ignores innovation, and damages trust and goodwill among organizational members. These interventions serve as a knowledge filter, damaging organizational entrepreneurship.

Originality/value

By tracing the roots of opportunism in early management thought, the authors clarify ethical and entrepreneurial issues of mutual obligations in organizations. The authors also place workplace conflict to be a more coherent framework that better reflects the core concept of opportunism.

Citation

Muldoon, J., Bendickson, J.S., Gur, F.A. and Murphy, P.J. (2022), "Management's knowledge filter: entrepreneurship theory and the historic conceptual evolution of opportunism in management studies", Journal of Small Business and Enterprise Development, Vol. 29 No. 3, pp. 402-420. https://doi.org/10.1108/JSBED-06-2021-0231