Entrepreneurship, Regional Development and Culture: An Institutional Perspective

Entrepreneurship and Regional Development
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  • An Institutional Perspective of Rural Entrepreneurship
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  • Entrepreneurship, Regional Development and Culture : Marta Peris Ortiz :
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    • Rural areas tend to be more traditional in regard to the gender issue. In rural areas, the gender issue is usually a much stronger hindering factor to potential female entrepreneurs than it is in urban areas, their self-esteem and managerial skills being lower when compared to urban women and access to external financial resources more difficult than in urban areas. Therefore, special programmes of assistance technical and financial to overcome these constraints should be developed and designed to meet the needs of rural women in order to be able to take an active part in entrepreneurial restructuring of their communities, to start to develop their own ventures, to expand their already existing businesses, or to function as social entrepreneurs since their number today is still below the potential one.

    To this end, based on my own experience as well as on the experiences of so many entrepreneurial women I have met across the world in my profession and in business, I very much agree with. Juliana Schwager-Jebbink's comment , p. After my years as President of the Swiss Federation of Business and Professional Women, going all over the country and abroad to speak on development programmes for women, I firmly believe that quotas, positive discrimination and equal opportunity' politics do not help the female manager read entrepreneur : it is she herself who must do the managing of her life.

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    This is true for all of Europe This belief is the one for which we as trainers are responsible to bring to rural women in addition to trying to put in place all factors crucial for rural women to enter into entrepreneurial activities. Without it, entrepreneurial opportunities will not be seen, they will be lost and then the role of women in rural development will be much below their potential.

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    An Institutional Perspective of Rural Entrepreneurship

    Hisrich, R. Journal of Small Business Management, 22, pp. Johonstone, W. Nicholson, M. Stone and R. Taylor Jones, L. Sakong Petrin, T. Prokopenko and I. Pavlin eds. Schwager-Jebbink, J. Stevenson, H.

    H, et al. New Business Ventures and The Entrepreneur. Homewood, IL: Irwin. Twaalfhoven, B. Indivers Abell and T. Koellermeier eds , Delwel Publisher, The Hague, , pp. Tyson, L. Petrin and H. Rogers Weber, M. On 5 August , Soichiro Honda died at the age of At the time of his death, Mr. In reading his obituary at the time I was beginning to think about what I wanted to discuss in this paper, it struck me that Mr.

    Honda's life had a lot to say about the real 'entrepreneur'. Honda was the son of a blacksmith and saw his first car as an 8 year old boy when a Model-T Ford rumbled into his home town in central Japan. Honda's biography quotes him as saying the following in recalling his first encounter with an automobile:. What a thrill.

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    Oil dropped when it came to a halt. How nice the smell was. I put down my nose to the ground like a dog and sniffed it. I smeared my hands with the oil and deeply inhaled the smell. It was then I dreamed of manufacturing a car myself some day. Honda started as a successful mechanic, founded a piston ring manufacturing concern while attending school and then started what later became Honda Motor Company. Originally it attached recycled engines to bicycles, a popular mode of transportation in the years following World War II.

    Entrepreneurship, Regional Development and Culture : Marta Peris Ortiz :

    His first motorcycle called 'Dream' was introduced in Honda is said to have been more at home on the factory floor than in the boardroom, preferring overalls to business suits. He placed great faith in the young technicians of his many factories and laboratories. He often wore wild colours, explaining that unless inventors and artists "have the courage and determination to break with established ideas, they cannot expect to do a good job. Soichiro Honda was an entrepreneur.

    Too often we confuse entrepreneurship with business or doing business. The two simply are not the same, as John J. He says that entrepreneurship has nothing to do with the setting. Simply stated, entrepreneurship is the process of opportunity recognition and implementation. It often begins with a vision or idea for a product or process coupled with a passion or zeal to make that idea a reality.

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    Entrepreneurship, Regional Development and Culture. An Institutional Perspective. Editors: Peris-Ortiz, Marta, Merigó-Lindahl, José M. (Eds.) Free Preview. Entrepreneurship, Regional Development and Culture: An Institutional Perspective. Front Cover. Marta Peris-Ortiz, José M. Merigó-Lindahl. Springer, Feb

    Yes, entrepreneurship is fundamentally less about technical skills than about people and their passions. Successful entrepreneurship is hard work carried out in an unpredictable environment. It requires a blend of calculation and luck laced with the ever present possibility of failure.

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    Emerging industries in some ways resemble a casino where a range of bets are placed on different strategies, people and approaches. Just as Honda placed great faith in his young technicians, successful entrepreneurs understand that the three principles of entrepreneurship are people, people, people.

    Entrepreneurs find leverage through others to amplify their visions. They manage effectively in dealing with the ambiguity and uncertainty that surround the creation of an idea and the organizational vehicle developed around it. In short, they are risk takers.

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    While a little later I will briefly discuss some of the approaches we are trying in the U. In finding entrepreneurs and seeking out opportunities for entrepreneurship, we have to take care not to make unfounded assumptions based on conventional wisdom. While I will talk about patterns that tend to distinguish the mind set and behaviour of entrepreneurs from others, much of what runs into an entrepreneurial success is unpredictable.

    For example, some thought Albert Einstein was mentally retarded and fit for little, simply because he never combed his hair or wore socks. You cannot tell an entrepreneur by the way he or she dresses. Colonel Sanders, founder of Kentucky Fried Chicken, was judged to be too old to start a business. Entrepreneurship is possible at any age. The Wright Brothers knew no one had ever flown before, but they did it anyway. Entrepreneurs frequently make what seems impossible, possible.

    Florence Chadwick knew other swimmers had died crossing the English channel. Entrepreneurs may flirt with danger to achieve their visions. Henry Ford faced a lack of demand for his autos. Finally David was considered too young, unskilled and poorly equipped to face Goliath. Entrepreneurship is a lot more about inner drive than outward trappings and appearances.

    The point is that entrepreneurship is usually about very determined people, people who make their own circumstances and breaks and succeed. If entrepreneurship is fundamentally about people and ideas, what is business'?

    The Power of an Entrepreneurial Mindset - Bill Roche - TEDxLangleyED

    To quote Kao again, he simply stated, a business is an organization that has customers. To stay in business, an entrepreneur has to match that idea or dream with what a customer thinks he or she wants, and again this requires understanding people. Michael Porter in his book Competitive Strategy states that new or evolving businesses must make a wide range of critical organizational choices that will determine their competitive fate.

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    If they make the right choices, they can create barriers to competitors. Porter says these barriers against competition come less from the need to command massive resources than from:. Peter Drucker once said that "People who do not take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year''.

    Sometimes not taking a risk is a risk. For example, the 1 7th century Dutch were the vigorous economic and social innovators of their time.

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    But within only a hundred years they were overtaken by the English. Because a risk averse, fearful attitude settled over Holland. Those who had accumulated fortunes in the years of prosperity attended exclusively to keeping them. Politics turned ugly. Public spirit disintegrated. The Dutch became slow to adopt new advances in shipbuilding, weaving, fishing, mapmaking and navigation. They clung to the established order, threatened by new ways of doing things. They refused to risk rearranging the safety of the present and thus missed the chance to have the talents, skills and organizational arrangements on line when they were needed.

    No society or business can thrive today without taking risks and adjusting to change. Tom Peters, in Thriving on Chaos states: "Every variable is up for grabs Today, loving change, tumult, even chaos is a prerequisite for survival, let alone successes".