Thesis (MTech (Entrepreneurship))--Peninsula Technikon, 2002. / Word processed copy. Summary in English. Includes bibliographical references (leaves 100-104). Also available online.

My research reviews the current literature on cuentapropismo (self-employment) in Havana and some of the existing theories of informality. My major goal is to see how well such theories explain the Havana case. Traditional approaches to understanding the informal economy do not fit Havana, which is distinct in terms of (1) social class structure, (2) social demography, (3) the relations between the formal and informal sectors, and (4) the relations between the informal economy and globalization. My research also examines the nature of informality and entrepreneurship and argues that the former supports the latter in three ways: overexploitation, invisibility and informal social network. These three elements apply to previous state employees who quit state jobs to enter the informal sector. In a context of neoliberal reforms and the consolidation of urbanization in Latin American countries, I conclude that it is necessary to theorize the experience of these informal entrepreneurs who previously worked in the formal sector and whose human capital and expectations separate them from earlier rural-origin migrants of the 1960s. / text

<p> The purpose of this study was to determine the key factors involved in operating a successful independent management consulting business. For those working in the independent management consulting industry or looking to begin, this study aimed to provide information to help define what success means and identify the most important contributors to achieving that success. The study gathered data via online survey and semi-structured interviews from people who have owned an independent management consulting business. Trends in the data were identified and compared with current research to determine the key factors in operating a successful independent management consulting business.</p>

This thesis examines the foundations of successful modern economic development in the European region of N.E Italy. The research explores the importance and role of a combination of urban and transport infrastructure, economic, social and institutional arrangements. These have been conducive for the development of a competitive entrepreneurled endogenous development model which has enabled N.E Italy to become one of the most successful, fastest growing exportoriented economies of the European Union in the 1990s. The approach adopted is interdisciplinary and examines theoretically and empirically a wide range of interrelated economic development issues across different spheres of the social sciences. These include infrastructure; entrepreneurship; culture; cooperation and competition; networking and information diffusion; E.U support to small and medium size enterprises; as well as regional economic interaction with Central and Eastern Europe. The thesis has a four part structure. Following an introduction and methodological chapter, Part I examines the geography and socio-economic development of N.E Italy ir. the fifty year post-WWII period (1945-1995). From this overview, possible key determinants of the region I s development are r..ighl ighted. These factors, which represent the main boc:;· of t~e research, are specifically examined i~ par~s II and I:I. Part II dedicates two chapters to set~lement / transport infrastructure and entrepreneurship, whilst Part III sr..ifts atten~ion to some external factors which interact witt the internal determinants of development. T, .. ·o chapters focus on European Union business facili ta~ing mechanisms and the opening up of Central and Eastern Europe respectively. They provide a different perspective on central issues of this research and a means of empirically assessing the validity of many assumptions of this thesis. Part IV synthesises and concludes the thesis. The evidence of this research indicates that some of the same factors which promoted and sustained the development trajectory of this successful economy, will, most probably, continue to provide it with comparative advantages in the future.

<p> In the early 2000s, technology innovation became a strategic choice for Saudi Arabia, supported by an increasing base of start-up technology businesses and young Saudis, who are considered a potential driving force for innovation and entrepreneurial activities. Since then, technological innovation encouraged more Saudi young people to become entrepreneurs or innovators. Thus, in mid 2000s, Saudi Arabia launched many initiatives related to innovation, science, and technology, such as the establishment of innovation centers and research parks, in an effort to support developing individuals who could potentially become future entrepreneurs. The purpose of this study was to identify the top leadership skills for running Saudi Arabian technology innovation centers and examine the key factors that affect the Saudi innovation environment. In addition, the SPELIT framework was used to identify the driving forces/factors affecting the Saudi Arabian innovation environment. This quantitative study used an online survey instrument to capture 78 responses from Saudi Arabian citizens. This study was limited by the shortage of available information and data about the Saudi Arabian technology innovation base. After collecting the data, the findings were analyzed and substantively discussed, leading the researcher to draw conclusions, highlight implications, and suggest a series of recommendations for policy, practitioners, and future research. The total male participation was more than female participation by almost 18%. The age mean was 34 and the majority of the respondents were highly educated. More than half of the respondents were either involved in the past or currently involved in innovation, with experience that ranged from less than 6 months to more than 5 years. About 60% of the respondents reported that they were either aware or completely aware of the concept of <i>innovation centers. </i> The study concluded that goal setting, self-confidence, and ability to motivate are the most needed leadership skills to lead an innovation center in Saudi Arabia. Additionally, it was found that young people; cooperation among the government, universities, and the private sector; and skilled human capital were the most three significant factors affecting the technology innovation environment in Saudi Arabia as perceived by respondents.</p>

I examine the role of human capital in shaping entrepreneurial activity by studying the entrepreneurial careers of scientists and engineers from entry to exit. I analyze how the development of human capital through education and employment affects entrepreneurial entry, performance, and exit. Empirically I utilize the restricted-use National Science Foundation (NSF) Scientists and Engineers Statistical Data System (SESTAT) which is a large data set focused on scientists and engineers to identify possible drivers of transitions to entrepreneurship amongst knowledge workers. Additionally, I am able to analyze the extent to which transitioning to entrepreneurship allows scientists and engineers to increase their financial and non-financial work outcomes and finally, what mechanisms are associated with their exit from entrepreneurship and subsequent return to wage work.

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The purpose of the present research was to examine the behavioral and individual-differences characteristics of a key figure in the innovation process—the champion. The champion, also known as corporate entrepreneur (Kanter, 1982), and intrapreneur (Pinchot, 1985) is an individual who emerges informally in an organization to introduce and promote innovation. These individuals have been described as forceful, driven, energetic, and visionary and have been found to be critical players in the success of organizational innovation. The majority of research on the champion has not, however, been conducted with a focus on this key figure. Rather, the emphasis of much of the previous research has typically been on the process of innovation, with the champion acknowledged and discussed, but not featured or described in detail. Given the importance of the champion in promoting innovation, it would be desirable to conduct research in which this figure was the focus of attention. The three studies carried out as part of this research project were designed with this purpose in mind. Methods of individual-differences assessment were applied to the study of the champion. The present research began with a study of the champion’s behavior. Techniques from the act frequency approach (Buss & Craik, 1980) were used to develop a comprehensive behavioral profile of the champion in order to establish a structural model of championship. Acts describing championship were generated by panels of middle- and senior-level managers and these items were factor analyzed separately in two samples, involving over 600 managers from seven Western Canadian organizations. Ultimately, 10 first- and two second-order factors were identified and named by subject matter experts. Evidence was found for a heroic and a dark side to championship at the second order factor level. In Study 2, the focus turned to predictor measurement. Supervisory ratings of championship on the criterion dimensions identified in Study 1 were obtained for 174 middle- and senior-level managers. These same managers had been participants in a three-day Assessment Center in which they were administered: (a) cognitive ability tests, (b) personality inventories, (c) management simulations, and (d) a structured interview. Correlations computed between the Assessment Center measures, on the one hand, and the criterion dimensions on the other, led to the conclusion that the dark side of championship could be predicted, but that, unfortunately, the heroic side could not. On the basis of the Assessment Center scale correlations with the dark side, the champion was found to be: dominant, assertive, exhibitionistic, aggressive, independent, competitive, driven, impulsive, impatient, and likely to break rules and take risks. The results of Study 3 led to the development of a low-fidelity simulation, based on the behavioral consistency model (Wernimont & Campbell, 1968). This simulation, called the Management Practices Simulation (MPS), was administered to the Assessment Center participants involved in Study 2 and scores on the MPS were correlated with scores on the criterion dimensions from Study 1. Two higher-order MPS scales were found to correlate significantly with the two second-order criterion factor scales identified in Study 1. Moreover, the criterion-related validity of these scales surpassed that achieved with any component of the Assessment Center. The results of Studies 1, 2, and 3 indicate that championship is a multi dimensional construct that, at a higher-order level, can be described with reference to two orthogonal dimensions, labeled the dark and heroic side. Individuals can be ordered along a continuum on these dimensions and this scaling reflects meaningful differences in behavior. Psychological tests can be used to predict ratings of championship, at least those associated with the dark side. Finally, application of the behavioral consistency model to the development of a low-fidelity simulation, led to the creation of a new instrument—the Management Practices Simulation—whose scales correlated significantly and at a slightly higher-level with the criterion than any of the Assessment Center battery scales.

<p>Previous research has indicated that social capital and social effectiveness may have positive influences on entrepreneurial venture success. While the concept of social capital has been a popular topic in research fields, including both social science and economics, few empirical studies have considered the effect of both social capital and social effectiveness in conjunction with the success of ventures created by entrepreneurs. The Young Presidents&rsquo; Organization (YPO) is a worldwide organization created in 1950 to provide education and support for executives who found themselves in leadership positions with few peers. Today that organization has grown to over 18,000 members. This study surveyed the members of YPO and examined their social capital structure and their social effectiveness utilizing the Political Skills Inventory instrument, and compared both variables with various levels of success metrics. The research first looked at demographic characteristics of these entrepreneurs and compared them to components of success. Next it examined the various components of the founders&rsquo; social capital for strength, mix, and density and any correlations with the metrics of success. Then it administered the Political Skills Inventory to determine the respondents&rsquo; social effectiveness, which was then analyzed for correlations with success metrics. Finally, the research compared demographics, respondents&rsquo; social capital, and their social effectiveness with the success metrics to seek out any statistically significant correlations. </p><p> This study does provide some additional empirical support for the idea that social effectiveness can help further an entrepreneur&rsquo;s success in his/her business venture. The statistical results indicated that higher levels of social effectiveness in 2 core components (<i>social astuteness </i> and <i>interpersonal influence</i>) are positively correlated to venture success. And even though no correlations were found between social capital, social effectiveness, and venture success, previous literature and common sense would indicate that they may still exist. </p>