Thesis (Ph.D.)--University of Canterbury, 2008. / Typescript (photocopy). Includes bibliographical references (leaves 308-317). Also available via the World Wide Web.

Thesis (M.B.A.)--University of Hong Kong, 1988. / Photocopy ot typesscript.

No description available.

Entrepreneurship is gaining greater interest around the world and many governments are "interested in the creation of cultures that would promote enterprise and create new ventures" (Kirby, 2004, p.510). According to Kanter (1984, p 354) "because of profound transformations in the economic and social environment it should be a national priority to release and support the skills of men and women who can envision and push innovation." This is the case in Singapore where the Government is attempting to change the attitudes of young people so they seriously consider entrepreneurship as a career choice. Although the Government is making major changes in the country's education system to achieve this, it remains unclear how it should be done. Although there have been many studies of the skills of entrepreneurs (for example, Kemelgor, 1985; Appell, 1984; Kirby and Fan, 1995) and the methods of acquiring them (for example, Knowles, 1972; Gibb, 1987), they are mainly in a western context and may not be applicable to other cultures, for example Chinese entrepreneurs in Singapore. Indeed, there is no known study of the identification of key entrepreneurial skills of successful male Chinese founder entrepreneurs and their preferred methods of acquiring these skills. Therefore, this thesis examines, for the first time, the key skills of successful male Chinese founder entrepreneurs in Singapore, and how they acquired them. / The research uses a contextual stepwise approach (Siu and Kirby, 1999) comprising a literature review; ethnographic research into 42 published interviews; and face-to-face interviews, comprising open-ended questions and survey research questionnaires, with 44 entrepreneurs. The thesis identifies 10 key entrepreneurial skills of successful male Chinese founder entrepreneurs in Singapore (Opportunity Recognition Skills; People Handling Internal Skills; Marketing Skills; People Handling External Skills; Networking Skills; Communication Skills; Decision Making Skills; Judgement Skills; Leadership Skills; & Persuasion and Influence Skills) and 5 preferred ways of acquiring these skills (Doing; Experience; Observing; Listening ; & Asking). / The thesis findings imply that a person would be likely to increase his probability of business success if he possessed these 10 key entrepreneurial skills. This would suggest that these key skills should be taught to young adults if the aim is to create more successful entrepreneurs. The findings with respect to how these skills are acquired, however, suggest that if this is to occur, the methods of teaching entrepreneurial skills in Singapore's educational institutions may need to change. Most entrepreneurship studies in Singapore are conducted using traditional methods of teaching, through lectures and tutorials. The research suggests that entrepreneurship studies should incorporate new methods of teaching compatible with the preferred methods of acquiring these skills, which would mean incorporating practical aspects of learning through doing with the more traditional theoretical classroom learning. / Future questions that need to be addresses are whether the findings are applicable to entrepreneurs from different cultures (both western and eastern), different genders (Female) or different financial outcome (unsuccessful entrepreneurs). Another possible future question is whether external factors (business environment, state of the economy etc) affect the findings. / Thesis (PhDBusinessandManagement)--University of South Australia, 2005.

Thesis (MSpor)--University of Stellenbosch, 2007. / Bibliography. Also available via the Internet.

Thesis (Ph. D.)--Carleton University, 2004. / Includes bibliographical references (p. 121-148). Also available in electronic format on the Internet.

Thesis (Ph.D.)--University of Nebraska-Lincoln, 2009. / Title from title screen (site viewed January 5, 2010). PDF text: 158 p. : ill. ; 3.44 Mb. UMI publication number: AAT 3365712. Includes bibliographical references. Also available in microfilm and microfiche formats.

Thesis (Ph. D.)--University of Oregon, 2005. / Typescript. Includes vita and abstract. Includes bibliographical references (leaves 172-183). Also available for download via the World Wide Web; free to University of Oregon users.

Thesis (Ph. D.)--University of Washington, 2006. / Vita. Includes bibliographical references (leaves 87-90).

M.Comm. / The purpose of this study is to research certain aspects of entrepreneurship and to highlight the relationships between entrepreneurship and business success. Organisations compete in a highly competitive and constantly changing environment and are becoming increasingly more difficult for them to survive and to succeed. One of the biggest challenges for organisations, if they wish to survive and succeed, is to change constantly and to adapt as quickly as possible to the changing environment. There is ample research which suggests that an entrepreneurial orientation is an important contributor to survival and growth of organisations. Entrepreneurs are seen as heroes of the modern business world. The reason for this is the increase in economic growth and job opportunities which they created. The central role of entrepreneurship is the ongoing need to create something new. Creativity and renewed thinking enable entrepreneurs to survive and to grow. Thus, creativity forms a part of entrepreneurship and without creativity, there can be no successful entrepreneurship. By understanding creativity, one can build the foundation of a very important component for entrepreneurship. Creativity consists of four interdependent components, namely the creative product, the creative person, the creative process and the creative environment. All four of these components are important for development of creativity, but this study will focus on the creative environment. It is important to concentrate on those situations in an organisational climate in which creativity can be stimulated, developed and/or discouraged. Although individuals can be taught to improve their creative abilities, one delivers optimal results in a favourable organisational climate that supports creativity. The organisational climate influences the way individuals communicate, solve problems, make decisions and handle conflict. Further, the organisational climate influences job satisfaction, the motivation of workers, the ability to innovate and the involvement of workers. A creative organisational climate has become a necessity for all organisations to survive and to succeed in the business world.