By John Miner
Can mental components successfully expect entrepreneurial functionality? Drawing upon reports of over seven hundred entrepreneurial matters in 10 diverse samples, Miner settles the difficulty: certain, they could. He identifies 4 varieties of people who find themselves able to attaining entrepreneurial good fortune — yet notes that to really be successful, they have to stick to a profession direction that matches their personalities. Miner's new publication is therefore an in depth scholarly document on an intensive 20-year learn application that specializes in mental predictors of entrepreneurial task and good fortune, and a delicately devised, solidly grounded idea to provide an explanation for why his observations are real. He additionally discusses the results for private profession improvement, entrepreneur choice, entrepreneurship improvement courses, the evaluation of entrepreneurial expertise, and similar themes an important not just to marketers and would-be marketers themselves, yet to their numerous stakeholders together with people with investments in them.
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Additional resources for A Psychological Typology of Successful Entrepreneurs
They are insightful and enthusiastic, show concern for others’ views, are adaptive and flexible, use intuition, and seek new ideas. Their strong motives include a desire for recognition, a need for independence, and a desire to pursue personal goals. They like loose, decentralized organizational structures. Research indicates that this type of cognitive style can play an important role in determining how entrepreneurs approach their firms (Buttner and Gryskiewicz, 1993). 3. Belief in New Product Development as a Key Element of Company Strategy.
4. High Intelligence. Intelligence is a major factor in the career performance of people generally (Herrnstein and Murray, 1994), and thus would be expected to have an impact with all types of entrepreneurs. However, because ideas are at the heart of both intelligence and the expert idea generator type, it plays a particularly crucial role for expert idea generators. Intelligence is considered to involve such capabilities as judgment and reasoning, and the capacity to deal with ideas, abstractions, and concepts.
Again the prior literature was the source of this type, and the type preceded any of our research. The term itself derives from Luthans, Hodgetts, and Rosenkrantz (1988). Thus, both the personal achievers and the real managers were conceptualized a priori. The third type, the expert idea generator, emerged in part out of our research on technologically innovative entrepreneurs (Miner, Smith, and Bracker, 1989, 1992b, 1994) and from other findings in the field of high technology. But other aspects of the type did not become apparent until the research reported in Chapter 6 was half completed.