Entrepreneurs de nécessité et d’opportunité : quels comportements durant la phase de création ?

Giacomin, Olivier; Janssen, Frank; Guyot, Jean-Luc

doi:10.3917/entre.153.0181

Cited by 19 publications

(17 citation statements)

References 62 publications

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“…Nos classes permettent également de retrouver la distinction « entrepreneuriat de nécessité versus d'opportunité » (Aubry, Bonnet et Renou-Maissant, 2015 ;Giacomin, Janssen et Guyot, 2016) qui existe en ce qui concerne les créations d'entreprise. Nous avons des associations, dont le but est de favoriser le recours à la création d'entreprise pour un public en attente rapide (« nécessité » ; classes 2 et 4) et des associations qui vont essayer de promouvoir une vision dynamique et à plus long terme de la création d'entreprise pour un public doté d'un fort capital humain (« opportunité » ; classes 1 et 5).…”

Section: Discussionunclassified

Les missions des associations constitutives des écosystèmes entrepreneuriaux

Gueguen

2020

ipme

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Section: Discussionunclassified

Les missions des associations constitutives des écosystèmes entrepreneuriaux

Gueguen

2020

ipme

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“…In addition, the entrepreneur by necessity seems to be more social than the entrepreneur by opportunity according to this study. However, several studies refute this assertion, such as that of Larsson and Thulin (2018), which shows that the entrepreneur by necessity has a little interest in subjective well-being, that of Giacomin, Janssen, and Guyot (2016) who states the entrepreneur by necessity is locked into himself because of the weakness of his human and social capital and his professional network and the study of Tessier-Dargent (2014) that indicates the entrepreneur by necessity perceives the social, political and economic environment as negative, which has a negative impact on his behaviour.…”

Section: Associations Between Entrepreneur Types and Corporate Govern...mentioning

confidence: 99%

“…In this regard, the second entrepreneur type has business strength in terms of low governance implementation costs thanks to its modest governance structures, but has low market attractiveness (Giacomin et al, 2016). On the other hand, the first entrepreneur type incurs high governance costs because of its sophisticated governance structures but has high market attractiveness by operating in profitable market segments to cover governance implementation costs and to achieve a satisfactory performance (Block & Wagner, 2010).…”

Section: Enterprise Strategic Implicationsmentioning

confidence: 99%

Elaborating on a new entrepreneur typology from the corporate governance perspective

Boutchich¹

2022

IER

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This work aims to build a new entrepreneur typology in line with corporate governance approaches adopted by the enterprises and therefore to adequately implement public policy and strategy about entrepreneurship, since governance is an important basis for decision-making. Research Design & Methods: To achieve the above objective, associations are established between entrepreneur types and corporate governance approaches via multiple correspondence analysis with grouping method for discretization and variable principal for normalization. Findings: Findings highlight a new entrepreneur typology, which comprises four types of entrepreneurs with regard to corporate governance approaches. The new typology is as follows: structure-oriented shareholder; behaviour-oriented stakeholder; legal control oriented and economic-managerial control oriented. Implications & Recommendations: This work has theoretical implications which reside in the need to use corporate governance for strategic modelling. It also has practical implications in that it is easier and more appropriate to make decisions from corporate governance approaches than from types of enterprises. Thus, enterprises and the state must take advantage of these implications to improve the entrepreneurship productivity. Contribution & Value Added: This work conceives a new entrepreneur typology in line with corporate governance. Thus, it allows promoting strategic modelling based on corporate governance in business and public areas. Article type:research article

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“…Extrinsic entrepreneurial motivation means that an individual decides to start a business because of "negative" factors. Conversely, an intrinsic entrepreneurial motivation means that an individual decides to start an entrepreneurial activity because of "positive" factors (Giacomin et al, 2016). The two categories of motivations (opportunity and necessity) are akin to push and pull factors (Dawson & Henley, 2012;Eijdenberg, 2016;Hechavarria & Reynolds, 2009;Kirkwood, 2009).…”

Section: Literature Review Concepts "Motivation" "Entrepreneurial Mot...mentioning

confidence: 99%

“…pull factors) to decide whether to start a business. Numerous works highlight the possibility that an individual can be simultaneously motivated by motivations of necessity and opportunity (Block & Sandner, 2009;Caliendo & Kritikos, 2010;Eijdenberg, 2016;Eijdenberg & Masurel, 2013;Solimossy, 1997;Williams, 2008), and that the strict necessity-opportunity dichotomy is far too simplistic and does not correspond to reality (Block et al, 2015;Eijdenberg & Masurel, 2013;Giacomin et al, 2010Giacomin et al, , 2016Kirkwood & Campbell-Hunt, 2007). It is very rare for a motivation alone to drive entrepreneurial commitment (Shapero, 1975;Bhola et al, 2006;Kirkwood, 2009).…”

Section: Literature Review Concepts "Motivation" "Entrepreneurial Mot...mentioning

confidence: 99%

Entrepreneurial Motivations of Young People in Congolese Urban Areas

Makina¹

2022

Int. j. manag. entrep. res

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The objective of this study is to assess the motivating factors for business creation among young Congolese living in urban areas. It was conducted in the city of Kinshasa in the Democratic Republic of Congo. A total sample of 336 respondents was drawn using the accidental sampling method. The data obtained were analyzed using descriptive statistics and the results were presented in tables and in diagrams. The results show young Congolese in urban areas have mixed motivations. The four main reasons that motivate young people to embark on an entrepreneurial career are: the fight against poverty, the desire to create one's own job to escape unemployment, the need for independence and autonomy, and the desire to participate to the development of the region or the country. The practical implication of the study lies in the fact that it encourages young Congolese from urban areas who have shown the motivation to create a business to take action to achieve the effectiveness of the act of creating a business. For policy makers and education professionals, the study helps to improve entrepreneurship education so that it motivates young people more to undertake. The originality of this study is based on the context in which the data collection took place, namely less advanced countries, specifically the Democratic Republic of Congo, a country less studied on the entrepreneurial level. The operational aim of the study is the development of entrepreneurship and the realization of entrepreneurial projects of young Congolese. Keywords:Entrepreneurial Motivation, Business Creation, Young Congolese, Entrepreneurship, Necessity Motivations, Opportunity Motivations, Mixed Motivations.

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Entrepreneurs de nécessité et d’opportunité : quels comportements durant la phase de création ?

Cited by 19 publications

References 62 publications

Les missions des associations constitutives des écosystèmes entrepreneuriaux

Les missions des associations constitutives des écosystèmes entrepreneuriaux

Elaborating on a new entrepreneur typology from the corporate governance perspective

Entrepreneurial Motivations of Young People in Congolese Urban Areas

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