Uses the neologism “entrepreneur mentality” – paying implicit homage to Foucault's govermentality – to highlight how an entrepreneurial discourse is mobilized as a system of thinking about women entrepreneurs which is able to make some form of that activity thinkable and practicable, namely: who can be an entrepreneur, what entrepreneurship is, what or who is managed by that form of governance of economic relations? Discourses on women entrepreneurs are linguistic practices that create truth effects. Argues that social studies of women entrepreneurs tend to reproduce an androcentric entrepreneur mentality that makes hegemonic masculinity invisible. They portray women's organizations as “the other”, and sustain social expectations of their difference, thereby implicitly reproducing male experience as a preferred normative value. Taking a deconstructive gaze on how an entrepreneur‐mentality discourse is gendered, reveals the gender sub‐text underpinning the practices of the scientific community that study women entrepreneurs and, in so doing, open a space to question them.
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1 June 2004
Conceptual Paper|
June 01 2004
Entrepreneur‐mentality, gender and the study of women entrepreneurs
Attila Bruni;
Attila Bruni
Research Unit on Cognition and Organizational Learning and Aesthetics, Department of Sociology and Social Research, University of Trento, Trento, Italy
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Silvia Gherardi;
Silvia Gherardi
Research Unit on Cognition and Organizational Learning and Aesthetics, Department of Sociology and Social Research, University of Trento, Trento, Italy
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Barbara Poggio
Barbara Poggio
Research Unit on Cognition and Organizational Learning and Aesthetics, Department of Sociology and Social Research, University of Trento, Trento, Italy
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Publisher: Emerald Publishing
Online ISSN: 1758-7816
Print ISSN: 0953-4814
© Emerald Group Publishing Limited
2004
Journal of Organizational Change Management (2004) 17 (3): 256–268.
Citation
Bruni A, Gherardi S, Poggio B (2004), "Entrepreneur‐mentality, gender and the study of women entrepreneurs". Journal of Organizational Change Management, Vol. 17 No. 3 pp. 256–268, doi: https://doi.org/10.1108/09534810410538315
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