<p>Many authors (refer: Swayne and Tucker, 1973; Kahneman and Lovallo, 1994; Baron, 1998; Stewart et al., 1998; Simon et al., 1999; Simon and Houghton, 2003; Baum and Lock, 2004; Mathews, 2008) have examined the traits and skills of the entrepreneur. Others have been more interested in their behaviors (refer: Bhave, 1994; Byers et al., 1997; Sarasvathy, 2001; Shook et al., 2003; Baron, 2007; Davidsson, 2008), trying to describe the entrepreneurial processes on the initial stages of venture development. However, studies that try to define how an entrepreneur reacts when facing changes have not been found in the literature. The focus of this research is thus, to explore the attitude of the entrepreneur towards changes throughout the development of the start-up project.</p><p>The theoretical background is divided into three main parts: the entrepreneurial attitude, the attitude towards change, and the relation between perceptions of organizational climate and attitudes. The first section reviews the literature about the traits and behaviors that define an entrepreneur. The second section concentrates on research papers concerning the attitude towards change for middle managers in well-established firms. Finally, the third section, through a review of the relevant literature, emphasizes the importance of the impact of the working environment perception on people’s attitude towards work.</p><p>The approach of this qualitative study is inductive at first, but also incorporates a deductive approach during the data analysis using a grounded theory method. The data were gathered through seven semi-structured interviews with entrepreneurs from Cyprus, India, Mexico, United Kingdom, and Sweden.</p><p>The outcome of the present study is a model emphasizing the main results of the research. It presents three main reasons (interest/work experience in the business area, definition of the gap in the market, and desire to create) that lead to the decision to initiate the project. The market and future perception, as they have an impact on the actual start of the process, are presented and discussed as well. Concerning the attitude towards changes occurring during the process, four different reactions have been found to be relevant (adaptation, search for assistance, determination/commitment, and passion/persistence). Furthermore, the help provided by the learning experience, the social networking, and the future planning to overcome changes were also identified. Finally, the perception by the entrepreneur of the change and the overall process are explained.</p>

Many authors (refer: Swayne and Tucker, 1973; Kahneman and Lovallo, 1994; Baron, 1998; Stewart et al., 1998; Simon et al., 1999; Simon and Houghton, 2003; Baum and Lock, 2004; Mathews, 2008) have examined the traits and skills of the entrepreneur. Others have been more interested in their behaviors (refer: Bhave, 1994; Byers et al., 1997; Sarasvathy, 2001; Shook et al., 2003; Baron, 2007; Davidsson, 2008), trying to describe the entrepreneurial processes on the initial stages of venture development. However, studies that try to define how an entrepreneur reacts when facing changes have not been found in the literature. The focus of this research is thus, to explore the attitude of the entrepreneur towards changes throughout the development of the start-up project. The theoretical background is divided into three main parts: the entrepreneurial attitude, the attitude towards change, and the relation between perceptions of organizational climate and attitudes. The first section reviews the literature about the traits and behaviors that define an entrepreneur. The second section concentrates on research papers concerning the attitude towards change for middle managers in well-established firms. Finally, the third section, through a review of the relevant literature, emphasizes the importance of the impact of the working environment perception on people’s attitude towards work. The approach of this qualitative study is inductive at first, but also incorporates a deductive approach during the data analysis using a grounded theory method. The data were gathered through seven semi-structured interviews with entrepreneurs from Cyprus, India, Mexico, United Kingdom, and Sweden. The outcome of the present study is a model emphasizing the main results of the research. It presents three main reasons (interest/work experience in the business area, definition of the gap in the market, and desire to create) that lead to the decision to initiate the project. The market and future perception, as they have an impact on the actual start of the process, are presented and discussed as well. Concerning the attitude towards changes occurring during the process, four different reactions have been found to be relevant (adaptation, search for assistance, determination/commitment, and passion/persistence). Furthermore, the help provided by the learning experience, the social networking, and the future planning to overcome changes were also identified. Finally, the perception by the entrepreneur of the change and the overall process are explained.

Background: In today’s fast-moving society organizational changes have become absolutely essential for long-lasting success. A great challenge is to create the internal support for change projects among the employees in order to avoid failure. The underlying problem to this study focuses on the perception towards change under the aspect of a new generation which more and more represents today's workforce.  Research Question: Are there relations between distinct characteristics of Generation Y and their attitude towards change and does this result in new approaches for practical implementations? Purpose:         The purpose of this study is to scrutinize typical characteristics of Generation Y and find out if they influence their attitude (“Readiness for change”, “Commitment to change”, “Openness to change” and “Cynicism about change”) towards change projects. This enhances existing knowledge about the attitude towards change and how this interrelates with specific characteristics. The authors aim is to find out which characteristics can be identified as beneficial for change and how that can be useful for collocating successful change project teams.  Method:          A qualitative research method with an abductive approach was used in this study. The authors were conducting two phases of qualitative interviews. The first interview phase composed of eight respondents with distinct expertise in change projects and the second phase composed of nine (three respondents each from Generation Y, Generation X and Baby Boomers) interviews. The respondents had no specific knowledge in the field of change but experience in working with Generation Y which assisted to expose their specific characteristics. Theoretical Framework:   The underlying theories consist of employees’ general attitude towards organizational change as well as the distinct characteristics of Generation Y. For a more practice-oriented evaluation of the implementation of organizational change, the theory about change project teams is presented as well.   Findings:       The study revealed that members of Generation Y are well equipped with a set of distinct characteristics that positively influence their attitude towards organizational change. Characteristics like “Informationalization”, “High level of education”, “High level of flexibility”, “Critical Thinking” and “Globality” were evaluated as having positive effects on their “Openness to Change”, “Readiness for Change”, “Commitment to Change”, and “Cynicism about Change”. Furthermore, those findings enhance existing selection processes when it comes to the collocation of change projects teams.