By P. Brooker
Management in Democracy develops and applies an cutting edge management conception of democracy and political evolution, dependent upon Schumpeter's well-known theories of democracy and financial entrepreneurship. the hot thought is utilized to the USA and British democracies in an overview of the way a lot entrepreneurial-style, pioneering management happened from the Nineteen Sixties to the Nineties within the electoral, governmental, legislative, administrative and policy-advocacy sectors of democracies. The evaluate leads directly to a wide-ranging appraisal of the clients for 'entrepreneurial' democracy within the twenty-first century.
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Additional resources for Leadership in Democracy: From Adaptive Response to Entrepreneurial Initiative
But when a description of this political evolutionary process is added to his theory of democracy, it produces a comprehensive Schumpeterian evolutionary perspective on the role of leadership in democracy as well as in the capitalist economy. 3 From Economic to Political Evolution Entrepreneurs and capitalist evolution Schumpeter’s conception of entrepreneurship was closely linked to his evolutionary perspective on economics. As the Appendix describes, such evolutionary notions as the adaptive response had played an important part in his early theory of economic development.
2 These new forms of industrial organisation not only were created through the spontaneous initiative of capitalist enterprise but also 34 P. 4 He gave this revolutionary process the now famous title of Creative Destruction and declared that it was ‘the essential fact about capitalism. 5 In accordance with his explicitly evolutionary perspective, Schumpeter used a biological evolutionary analogy to describe this creative–destructive revolutionary process. 7 Another possible biological analogy of a recurring revolutionising process is the punctuated equilibrium theory of evolution.
55 And it seems only appropriate that any notion of the evolution of a political system as a whole should be viewed in terms of the modifications inherited by each new leadership generation. Path dependency, rigidity and the need for pioneering leadership The inheritance from previous leadership generations seems likely to create a political equivalent of biological ‘path dependency’. The biological version was memorably described by Gould’s ‘panda principle’, 44 Leadership in Democracy named in honour of his favourite example: When adaptation to a diet of bamboo required more flexibility in manipulation, pandas could not redesign their thumbs but had to make do with a makeshift substitute – an enlarged radial sesamoid bone of the wrist, the panda’s false thumb.