Model of entrepreneurial motivation
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Model of entrepreneurial motivation

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    Model of entrepreneurial motivation Model of entrepreneurial motivation Presentation Transcript

    • MODEL OF ENTREPRENEURIAL MOTIVATION DOUGLAS W. NAFFZIGER JEFFERY S. HORNSBY DONALD F. KURATKO By Group 10
    • •Presentation Layout Introduction Literature Review Model of Entrepreneurial Motivation Conclusion Hypothesis
    • •Introduction • This research proposes a Model that integrates the interactive aspects of models proposed by Researcher’s involving in : Venture start up process, Entrepreneurship. Integrative model of motivation. (From the field of Organizational Behavior) Model in this Research exhibits : An implementation to outcome relationship describing various factors the start up decision with issues of strategy formulation, implementation and sustained entrepreneurial behavior.  Suggests various hypothesis for future research. 
    • Research Review GARTNER AND CARLAND (1988) Focus on the Process of the Entrepreneurship instead of the Entrepreneur Entrepreneurship is a Multidimensional Process and Entrepreneurial traits are just a component of the process. Multidimensional Factors leading to INNOVATION. GREENBERGER AND SEXTON (1988) Model that incorporated individual Characteristics and Environmental Influences. HERRON AND SAPIENZA’S AND LEARNED (1992) Motivation plays an important role in New organization creation Consequently Theories of Organization Creation that don’t address this trait are Incomplete . PORTER AND LAWLER’S (1968) Integrative model of Motivation which describes the process by which entrepreneur decide whether or not to engage in entrepreneurial behavior.
    • Personal Characteristics • • Search for personality differences-1980 Traits that distinguished were • • • • • Need for achievement, Locus of control, Risktaking property(Brockhaus, 1982) Energy level, Conformity, Need for Autonomy(Sexton & Bowman, 1986) Persistence & Dominance(Neider, 1987) Desire to build something of one’s own(Knight) One’s attitude about one’s self(Greenberger & Sexton, 1988)
    • Personal Environment • • Entrepreneurial family Shapero (1984) • • • • To change from a given life path To start a company Peers, family, mentors, role models, teachers, respected public figures and writers Martin (1984) • • • • • Partial Social alienation Psychological &Physical dispositions Demonstration effects Family factors Precipitating Events
    • Personal Goals • Vision : • Level of Aspiration: Every individual has a different as an abstract image of what they aspire to create which serves as a guide for future action. (Greenberger & Sexton, 1988) level of aspiration based on individual characteristics and situations. (Herron & Sapienza, 1992) It is believed that the personal goals of an entrepreneur will influence his decision and shape the eventual business.
    • Business Environment Shapero(1984) – factors ↘availability of accessible resources ↘societal attitudes toward business ↘economic conditions of the market Other Authors ↘Supportive Network Learned (1992) ↘environment effect situations, in turn stimulate entrepreneurs to take decision
    • Business iDEA •Ideas should evolve into successful ventures. •Existence and evaluation of idea. •Spot unique •Change •Left opportunities. common place their previous due to the “Pull”
    • Perceived Implementation-Outcome Relationship Perceptual interpretations made by the entrepreneur play a key role in motivational process • •Strength of the relationship between the entrepreneur’s managerial strategies and firm outcomes •The stronger the relationship is perceived to be, the stronger will be the motivation to behave entrepreneurially •Feedback on succeeding strategies, strategy implementation and management of the firm.
    • Motivational Model Flow Chart
    • Perceived Expectation-Outcome Relationship •Individual’s perception that out comes will meet or exceed expectations. •Expectations of extrinsic and intrinsic •Expectations may vary from individual to outcomes individual •Outcome ⁺Independence, autonomy & control ⁺Financial consideration ⁺Significant sales and profit growth
    • Conclusion Entrepreneurs will be motivated to behave entrepreneurially as long as they view that behavior being effective. Firms performance may influence an entrepreneur but its only a part of the picture. Goal achievement and not performance An entrepreneurial tendency can be sustained as long there is a belief that there is no other viable option
    • Suggested Hypothesis • H1: Entrepreneurs enter new venture creation with a goal set relevant to them personally and is not limited to performance oriented goals • H2: Actual and perceived outcomes of the firms are compared with the expectations or goals set by the owner • H3: Future entrepreneurial behaviors are based on the results of the perceived outcome as compared to the expectations. • H4: Entrepreneurs expectations will change over time • H5: Entrepreneurs will define their expectations in broader terms than the current traditional performance measures
    • Thank You!