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Spinout ventures : transitioning from employees to entrepreneurs
\"For many aspiring entrepreneurs, the path to entrepreneurship begins within the walls of established corporations. This book is uniquely tailored for employees and executives in the private sector either experiencing entrepreneurial ambitions, or dealing with them in their organizations. Whether you're considering launching your own business or managing spinout ventures within your organization, this is your essential guide to the journey from employment to entrepreneurship. Delve into the choices that employee entrepreneurs make and the consequences they face\"--Blackwells.co.uk.
BOOK
TRANSFORMING COMPANIES AND ADAPTING TO THE NEW GLOBAL CONTEXT. PERSPECTIVES, CHALLENGES AND OPPORTUNITIES
The last 15 years have shown that the world is in continuous change. The dynamics of this process is at a very high level due to or because of some global phenomena. We can mention the economic crisis from 2008-2010, which had a devastating impact on many businesses, with a direct negative impact on jobs. We can also mention the global Covid-19 pandemic, which had negative effects on people in general, but also on the entrepreneurial environment. In addition, the war in Ukraine generated even more uncertainty, but also concern, at the European and global level. The main objective of this research work is to highlight the problems faced by entrepreneurs, but also the opportunities they can identify in these periods of multiple crises, at the local, national, and international levels. In order to obtain the results, I identified a series of entrepreneurs from different fields, who crossed these difficult periods, and who transformed their businesses. I will present the vision they had in the past and the one they have now, but also the predictability of entrepreneurs. Depending on all these aspects, the adaptability of business people and employees can be evaluated. Following the interviews conducted, the analysis of documents and studies, and some preliminary results can be presented: the entrepreneurs try to adapt to all the problems and challenges encountered. Some of them succeeded and even identified opportunities in other directions, and others gave up. In all these difficult periods, new brave entrepreneurs appeared, who thought creatively and took their businesses to a higher level. Most businesses have changed a lot in the last 15 years. One of the main reasons is represented by the complex digitization process, both in the public and private sectors. Most of the interviewed entrepreneurs have as their main objective: the sustainability of their companies.
Journal Article
Starting a business 101 : from creating a business plan and sticking to a budget to marketing and making a profit, your essential primer to starting a business
This indispensable guide for those looking to start their own business provides all the essential information for overcoming any obstacle thrown in their way during the process.
BOOK
A categorization of the consequences of entrepreneurial failure
Uncertainty and risk are basic elements of entrepreneurial life, and consequently, most entrepreneurs will experience failure, which can impact their lives in various ways. Although several previous studies have tried to categorize the consequences of failure, none could cover their full range. Therefore, the main objective of this qualitative, narrative research was to build a useable categorization system for the consequences of entrepreneurial failure. As a result of this theoretical- and sixteen-interview-based research, the consequences of entrepreneurial failure can be categorized into six groups (and twenty-four sub-groups): financial, psychological, social, professional, legal and physiological consequences. Based on the results, failure is not a negative experience for all entrepreneurs; in fact, for many, negative and positive consequences balanced each other out, or they were not impacted by the failure. During the analysis, potential connections between categories of consequences and the identification of root consequences are also presented.
Journal Article
The diaspora and returnee entrepreneurship : dynamics and development in post-conflict economies
\"This book analyses the role that the diaspora play when returning as entrepreneurs to their homeland. Returnee entrepreneurs are defined as individuals who have moved away from their home country and lived as part of the diaspora, and have later returned home to live, invest or both. With increased movements of people around the world, the role of transnational economic activity is becoming ever more significant, yet little is still understood about the motivations and contribution of those who return to their homeland to undertake entrepreneurial activity. The book examines return to post-conflict economies, with the returnees initially forced to move due to war. In doing so, it examines policy approaches to return, the intentions of returnees and highlights the important role that emotional attachment plays in harnessing return. The book recognises the undoubted potential of diaspora entrepreneurs to benefit their homeland. Yet it also recognises the challenges in doing so. Not all diaspora entrepreneurship will be beneficial. Not all policy interventions will be effective, despite good intentions. Yet the lessons contained within this book are that by understanding the challenges and opportunities associated with diaspora return entrepreneurship, more effective strategies can be put in place\"-- Provided by publisher.
BOOK
THE IMPACT OF CURRENT CRISES ON THE BUSINESS ENVIRONMENT.CHALLENGES AND OPPORTUNITIES FOR ENTREPRENEURS
In many cases, entrepreneurs have the power and ability to identify problems and find solutions to solve them. Also, entrepreneurs \"are obliged\" by definition to be able to identify opportunities, at local, national and even international level. In recent years, the business environment has been influenced by many changes. In particular, the 2019-2022 period was unique from many points of view for entrepreneurs. The last 3 years have been marked by several crises: sanitary, political, informational, energetic, military...etc. All these crisis situations had a major impact on the economy, globally, but also nationally or locally. The business people were forced to adapt instantly to the new conditions and to the new social and economic reality. Some succeeded and others unfortunately gave up. The main purpose of this research work is to highlight the solutions and opportunities of entrepreneurs, in this difficult period. To obtain the results, I interviewed entrepreneurs from different fields and locations, some who had businesses before 2020 and others who opened a new business after 2020. We can also mention: the analysis of documents, official surveys and published studies. From this perspective, the entrepreneurs who adapted can be divided into two categories: the first category is represented by the entrepreneurs who resisted the problems and kept the business \"alive\". The second category is represented by entrepreneurs who resisted but also managed to find solutions for business development. In addition, a third category can be mentioned: that of new entrepreneurs, who have identified opportunities, especially in this period full of uncertainty, fear and unpredictability.
Journal Article
Age and entrepreneurship: nuances from entrepreneur types and generation effects
The literature on the relationship between age and entrepreneurship has been inconclusive. This study for the first time examines this relationship by extending the occupational choice literature to eight entrepreneur types and four generational modification effects in the USA. Multilevel mixed-effect logistic regression models are estimated to examine the age effects in entrepreneur type propensities. Generational modification effects are compared for the same ages across neighboring generations by hierarchical age-periodcohort (HAPC) models. We find that entrepreneurial propensity rises with age until around 80. The propensity of novice (versus non-novice) and unincorporated (versus incorporated) entrepreneurs has a U-shaped age trend dipping around age 60, while the propensity of full-time (versus part-time) declines since age 30s. The propensity of incorporated (versus unincorporated) entrepreneurs declines from ages 44 to 51 for Gen-Xers, but not for Boomers; this propensity also declines faster for Boomers than for Traditionalists from ages 63 to 70.
Journal Article
Million dollar weekend : the surprisingly simple way to launch a 7-figure business in 48 hours
\"The founder and CEO of AppSumo.com, Noah Kagan, knows how to launch a seven-figure business in a single weekend--and he's done it seven times. Million Dollar Weekend will show you how. But, if the barriers to starting a business are getting lower and lower, why is it SO HARD TO DO for SO MANY PEOPLE? Why are there so many wantrepreneurs playing at business on social media and so few entrepreneurs actually running them? Ask yourself: Do you want to work for yourself, or start a side-hustle, but it all feels too risky and unpredictable? Have you spent time or money on things like websites and logos, but still have no customers? Are you brainstorming endlessly and waiting for the perfect idea to strike? All those Frequent Excuses are solvable. The plan is simple--so simple it can be completed in a single weekend, but so powerful that Kagan has used to build seven businesses now worth more than $1 million: Find your Creator's Courage to overcome your fear and have fun! Learn to Just Ask so that customers get EXCITED to give you money. Automate your business so it can grow while you sleep. By Monday, you'll have a market-tested, scalable business idea and you'll be a entrepreneur on the path to seven figures. Million Dollar Weekend is the path to creating your dream life and attaining financial freedom. LFG\"-- Provided by publisher.
Book
Drifting, Not Driving
This study is an exploration of entrepreneurial identity, employing a culturally sensitive mixed methods approach, Identity Structure Analysis (ISA). The sample includes 30 small/micro entrepreneurs in Southern-Transdanubia, Hungary. Hungary had introduced some “staccato” economic reforms in the previous social system, changing communist hostility towards entrepreneurs as “capitalists” into lasting ambivalence. The results reflect indistinct commitments to entrepreneurial values; constant adaptation to environmental factors instead of building own strategies; and limited future expectations. In the two sub-samples of male and female entrepreneurs there were no statistically significant differences. The dominant, masculine discourse of entrepreneurship, the underdevelopment of social enterprises in Hungary, the impact of the previous communist discourse understanding equality as sameness, and the pandemic-induced crisis may explain for these findings.
Journal Article