Are small business owner/managers really entrepreneurial?

Chan, Kin‐Fai; Lau, Theresa

doi:10.1080/08985629200000023

Cited by 10 publications

(7 citation statements)

References 6 publications

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“…Since Schumpeter [58] described entrepreneurs as individuals whose function was to carry out new combinations of means of production, innovation has been conceived as a key dimension of entrepreneurship [59]. Hence, innovation would represent a primary factor to differentiate genuine entrepreneurs from mere business owners [60].…”

Section: Innovation and Financial Results Of Smesmentioning

confidence: 99%

An Integrated Framework on the Sustainability of SMEs

Burlea‐Schiopoiu

Mihai

2019

Sustainability

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The aim of this article is to investigate the relationship between the budget related to corporate social responsibility (CSR), Innovation and Training, defined as sustainable factors, and the financial results of small and medium sized enterprises (SMEs). The investigation is made by analysing the financial results from a sample of 200 SMEs from the South-West Region of Romania. The findings prove that SMEs can use training and innovation to improve the impact of CSR on their sustainability with a focus on positive financial indicators. The findings prove that corporate social responsibility (CSRBi), innovation (InnovBi), and training (TrainingBi) as sustainable factors are significantly and positively correlated with the following indicators: profit (Profiti), profit per employee (ProfitEi) and total expenditure (Expensesi), and it is negatively correlated with debt ratio (DebtRi).

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Section: Innovation and Financial Results Of Smesmentioning

confidence: 99%

An Integrated Framework on the Sustainability of SMEs

Burlea‐Schiopoiu

Mihai

2019

Sustainability

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“…. This is part of the wider debate that surrounds the notion that small business owners are only "entrepreneurial" during the business initiation and creation stage, as discussed byChan and Lau (1993). It is not the intention of this article to become embroiled in this long-standing debate but rather to illustrate the rich opportunities for research that exist beyond the new venture creation phase.…”

mentioning

confidence: 99%

Toward a Dynamic Learning Perspective of Entrepreneurship

Cope

2005

Entrepreneurship Theory and Practice

923

995

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373This conceptual article introduces a dynamic learning perspective of entrepreneurship that builds upon existing "dominant" theoretical approaches to understanding entrepreneurial activity. As many aspects of entrepreneurial learning remain poorly understood, this article maps out and extends current boundaries of thinking regarding how entrepreneurs learn. It presents key conclusions from emergent empirical and conceptual work on the subject and synthesizes a broad range of contributory adult, management, and individual learning literature to develop a robust and integrated thematic conceptualization of entrepreneurial learning. Three distinctive, interrelated elements of entrepreneurial learning are proposeddynamic temporal phases, interrelated processes, and overarching characteristics. The article concludes by demonstrating how a "learning lens" can be applied to create further avenues for research in entrepreneurship from a learning perspective.

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“…In addition, small business owner/managers in Hong Kong share the following characteristics: adaptive, flexible, rapid response to change, opportunistic, strategic oriented, goal oriented, lower idealism and independence (Chan and Lau, 1993;Cheah and Yu, 1996;Redding and Wong, 1986 (Hofstede, 1998 shall first explain the competence approach of studying entrepreneurship, which forms the basis of our comparative analysis, and then describe the method of study. The comparative analysis will be provided in the subsequent section, with discussion and interpretation on the results.…”

Section: Context Of Studymentioning

confidence: 99%

Managerial Competence of SME Owner/Manager – Does Regional Context Matter?

Lau

Chan

2002

Journal of Small Business & Entrepreneurship

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Business ventures need to consider multi-faceted cultural and operational elements in order to survive in the global business environment. Entrepreneurs who intend to set up and develop their business successfully should possess international attributes, as the new business development model emphasizes comparison beyond borders. The question in trying to develop such international entrepreneurs is whether or not entrepreneurs from different place are similar or different with regard to their personal qualities. Using Hong Kong and the U.K. samples, this paper attempts to provide a comparison between these two groups of entrepreneurs. The basis of comparison is entrepreneurial competence, which is argued to be a good representative dimension of the personal qualities of entrepreneurs. The results suggest that there is no statistically significant on the difference between Hong Kong and U.K. entrepreneurs, despite the fact that they are not the same in some trait-competencies and knowledge/skill competencies. It is suggested that the differences in trait competencies are mainly due to cultural environment, while the differences in knowledge/skill competencies are due to the operational environment. The paper concludes that the universality of entrepreneurs' competence is possible but depends on competence transferability.

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Are small business owner/managers really entrepreneurial?

Cited by 10 publications

References 6 publications

An Integrated Framework on the Sustainability of SMEs

An Integrated Framework on the Sustainability of SMEs

Toward a Dynamic Learning Perspective of Entrepreneurship

Managerial Competence of SME Owner/Manager – Does Regional Context Matter?

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