Exploring Entrepreneurial Culture
Entrepreneurial Culture. A greatly used, also misused, concept to be written with uppercase first letters to create greater emphasis. The idea of entrepreneurial and corporate culture that this creates has definitely become fashionable. With all the results that follow, including negative ones. In this case too it is increasingly necessary to structure the theory into a system and give practice meaning. Above all when in the name of entrepreneurial culture official action is taken, company decisions are made and financial policies take a certain direction. One example, to understand this better, is how the concept of entrepreneurial culture is used as a tool for promoting entrepreneurship for the lowering of unemployment through job creation.
The question to be asked therefore is what entrepreneurial culture really is, a question without a single answer. The research by Christabel D. Brownson from Akwa Ibom State University seeks to organise the material by analysing a huge quantity of literature, comparing it with reality and arriving at an interesting pattern.
Entrepreneurial culture, according to Brownson, is not a single whole but made up of various components: entrepreneurial attributes, entrepreneurial values, entrepreneurial mindset and entrepreneurial conduct.
The result of all this is action by the company. However most of that which creates the conduct of the entrepreneur cannot be seen. Brownson explains that only the final conduct of those who conduct business can be seen, while all the rest is on two levels: one totally “invisible”, the other “semi-invisible”. Traits and features of every component are then studied in depth to seek to understand the formula on the basis of which, ultimately, an entrepreneur and enterprise are born.
According to Brownson, therefore, entrepreneurial attributes can derive both from the life environment of the actual individual (family, education) and from the social and political context in which he or she grew up. Entrepreneurial “values” are subsequently built on these. Independence, capacity for innovation, honesty and willingness to work are rooted, according to the researcher, in the entrepreneurial attributes and in turn form the basis for the creation of the real entrepreneurial mindset, i.e. the ability to give a positive response to the stimuli received: possibilities of production, new markets, different needs. Finally the visible conduct of the entrepreneur emerges from all this. Definite choices which, in turn, influence that which has created them in a constant exchange of information and signals.
That which emerges from the some ten pages of Fostering Entrepreneurial Culture: A Conceptualization is thus a varied and faceted vision of the figure of the entrepreneur. With confirmation of a basic condition: everything goes to make up all the components which lead to the creation of a business.
Fostering Entrepreneurial Culture: A Conceptualization
Christabel Divine Brownson
Faculty of Social and Management Sciences, Akwa Ibom State University, Nigeria
European Journal of Business and Management, Vol.5, No.31, 2013
Entrepreneurial Culture. A greatly used, also misused, concept to be written with uppercase first letters to create greater emphasis. The idea of entrepreneurial and corporate culture that this creates has definitely become fashionable. With all the results that follow, including negative ones. In this case too it is increasingly necessary to structure the theory into a system and give practice meaning. Above all when in the name of entrepreneurial culture official action is taken, company decisions are made and financial policies take a certain direction. One example, to understand this better, is how the concept of entrepreneurial culture is used as a tool for promoting entrepreneurship for the lowering of unemployment through job creation.
The question to be asked therefore is what entrepreneurial culture really is, a question without a single answer. The research by Christabel D. Brownson from Akwa Ibom State University seeks to organise the material by analysing a huge quantity of literature, comparing it with reality and arriving at an interesting pattern.
Entrepreneurial culture, according to Brownson, is not a single whole but made up of various components: entrepreneurial attributes, entrepreneurial values, entrepreneurial mindset and entrepreneurial conduct.
The result of all this is action by the company. However most of that which creates the conduct of the entrepreneur cannot be seen. Brownson explains that only the final conduct of those who conduct business can be seen, while all the rest is on two levels: one totally “invisible”, the other “semi-invisible”. Traits and features of every component are then studied in depth to seek to understand the formula on the basis of which, ultimately, an entrepreneur and enterprise are born.
According to Brownson, therefore, entrepreneurial attributes can derive both from the life environment of the actual individual (family, education) and from the social and political context in which he or she grew up. Entrepreneurial “values” are subsequently built on these. Independence, capacity for innovation, honesty and willingness to work are rooted, according to the researcher, in the entrepreneurial attributes and in turn form the basis for the creation of the real entrepreneurial mindset, i.e. the ability to give a positive response to the stimuli received: possibilities of production, new markets, different needs. Finally the visible conduct of the entrepreneur emerges from all this. Definite choices which, in turn, influence that which has created them in a constant exchange of information and signals.
That which emerges from the some ten pages of Fostering Entrepreneurial Culture: A Conceptualization is thus a varied and faceted vision of the figure of the entrepreneur. With confirmation of a basic condition: everything goes to make up all the components which lead to the creation of a business.
Fostering Entrepreneurial Culture: A Conceptualization
Christabel Divine Brownson
Faculty of Social and Management Sciences, Akwa Ibom State University, Nigeria
European Journal of Business and Management, Vol.5, No.31, 2013