Journal of Enterprising Culture 

About: Journal of Enterprising Culture is an academic journal published by World Scientific. The journal publishes majorly in the area(s): Entrepreneurship & Small business. It has an ISSN identifier of 0218-4958. Over the lifetime, 558 publications have been published receiving 9733 citations. The journal is also known as: JEC.

Entrepreneurial intention among indonesian and norwegian students

Abstract: This paper aims to identify determinants of entrepreneurial intention among young people. The empirical basis is formed by surveys among Indonesian and Norwegian students. The main objective is to compare the impact of different economic and cultural contexts. Independent variables in the study include demographic factors and individual background, personality traits and attitudes, and contextual elements such as access to capital and information. The individual perceptions of self-efficacy and instrumental readiness are the variables that affect entrepreneurial intention most significantly. Age, gender and educational background have no statistically significant impact. Generally, the level of entrepreneurial intention is higher among Indonesian students. The lower level of entrepreneurial intention among Norwegian students is explained by the social status and economic remuneration of entrepreneurs in comparison with those enjoyed by employees in the Norwegian context.

The role of creativity in entrepreneurship

Abstract: This paper evaluates the contribution of creativity to entrepreneurship theory and practice in terms of building an holistic and transdisciplinary understanding of its impact. Acknowledgement is made of the subjectivist theory of entrepreneurship which embraces randomness, uncertainty and ambiguity but these factors should then be embedded in wider business and social contexts. The analysis is synthesised into a number of themes, from consideration of its definition, its link with personality and cognitive style, creativity as a process and the use of biography in uncovering data on creative entrepreneurial behaviour. Other relevant areas of discussion include creativity's link with motivation, actualisation and innovation, as well as the interrogation of entrepreneurial artists as owner/managers. These factors are embedded in a critical evaluation of how creativity contributes to successful entrepreneurship practice. Modelling, measuring and testing entrepreneurial creativity are also considered and the paper includes detailed consideration of several models of creativity in entrepreneurship. Recommendations for future theory and practice are also made.

Understanding the grey entrepreneur

Abstract: Demographic trends in the developed world indicate that older entrepreneurs will play an increasingly important part of economic activity as populations age, yet this cohort has been largely ignored in entrepreneurship research. This paper provides an overview of current research about the so-called "grey entrepreneur" (also known as senior, older, third age or elderly entrepreneurs), drawing on research from a number of nations. The extant literature indicates that a majority of older entrepreneurs are male, although the number of older female entrepreneurs is increasing; they are also less likely to possess formal educational qualifications than younger entrepreneurs. Some of the advantages that such entrepreneurs possess include greater levels of technical, industrial and management experience; superior personal networks; and a stronger financial asset base. Some of the disadvantages or potential barriers faced by older entrepreneurs can include lower levels of health, energy and productivity; ageism; and the value that his or her society places on active ("productive") ageing. Numerous issues still remain to be investigated in this field of research. These include the differences between younger and older entrepreneurs; their motives and success criteria; the impact of financial, knowledge and other resources on venturing behaviour; the role of government policies in fostering or hampering individual enterprise; and the significance of cultural differences amongst older entrepreneurs. Research in this field is currently also hampered by a multiplicity of terms and definitions, a lack of age-related data about different entrepreneurial cohorts, and the problems inherent in operationalising the concept of the "grey entrepreneur."

Entrepreneurial competencies of sme owner/managers in the hong kong services sector: a qualitative analysis

Abstract: Based on a theoretical framework linking entrepreneurial competencies and SME performance, we carried out an empirical study to investigate the entrepreneurial competencies of SME owner/managers in the Hong Kong services sector. Thirty-five clusters of behavioural competencies were identified under six competency areas, which are applied to three entrepreneurial tasks, together with seven supporting competencies which play supporting roles to these competency areas or focus personally on the entrepreneur rather than on the entrepreneurial tasks. Distinguishing supporting competencies from major competency areas allows us to be more focused on further investigation into the functions of different competencies. The results are also discussed with reference to the research context and the entrepreneurship in Hong Kong.

Organizational strategy, individual personality and innovation behavior

Abstract: Two competing models of innovation behavior in organizations are tested. The first model is derived from the corporate entrepreneurship literature, suggesting that the extent to which the organization has a deliberate entrepreneurship strategy determine employees' involvement in innovation and change (Kanter, 1984). The competing model is derived from the intrapreneurship literature, primarily Pinchot (1985) and Pinchot and Pellman (1999), where the emphasis is on the employee's individual personality measured by items derived from Pinchot's (1985) test: "Are you an intrapreneur?" Both models are compared to a base model that contains relevant control variables. Finally, a fourth model, which combines all variables are compared to the other three. The models are tested using a sample of 634 business graduates employed in a diverse set of occupations and organizations. The results indicate that both the strategy and personality models outperform the base model. Moreover, the model that combines the personality of the individual and the strategy of the organization performs even better than the each of the two models separately.