Abstract
This paper identifies the leadership style, entrepreneurship, as a strategy employed by large organizations to cope with turbulent market environments. First, evidence from the popular music recording industry shows the several means by which the potentially disruptive consequences of entrepreneurship are reduced. Changes in the level of market turbulence since World War II are then explored to show that the scope of entrepreneurship is directly associated with the degree of turbulence. Finally, other organizational settings in which entrepreneurship and turbulence seem to be linked are identified, in order to suggest the generality of the relationship.
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