http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/173 2026-05-15T14:22:47Z 2026-05-15T14:22:47Z Ganesh, P http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/947 2016-07-20T04:29:43Z 2013-02-20T00:00:00Z

Entrepreneurial Practices and Management Strategies: A Review Ganesh, P The highly uncertain and dynamic economic situation coupled with a competitive global environment creates both new threats and new opportunities, forcing entrepreneurs to become more and more strategic in their management approaches. This is becoming important for both new as well as established enterprises to compete and survive. Entrepreneurs are therefore forced to look at the identification of strategic opportunities and converting them into competitive advantages and better organizational performances. However, by its very nature, true entrepreneurship is not constrained by strategies or principles of management, and entrepreneurs are required to innovate and change continuously as they progress on their path of creating and exploiting opportunities and fulfilling customer and market expectations. They are thus driven more by the need to adapt, adopt and succeed. However, an established or realized venture needs to be more management and strategy oriented so as to be able to sustain, survive and succeed in the long run. There is thus a dichotomy in the approaches between entrepreneurship and management. Also, while both entrepreneurship and strategic management are focused on creating value for the customer, entrepreneurs need to identify and create opportunities to exploit the resources; and strategists need to allocate and use the resources (optimally) in order to exploit the opportunities for sustainable competitive advantage. Entrepreneurial actions and strategic actions can contribute to value creation independently, but they can contribute even more when they are integrated. This paper explores the areas of intersection between entrepreneurship practices and strategic management by reviewing the extant literature on the subject and benefit both management strategists and entrepreneurs.

2013-02-20T00:00:00Z Omrani, Seyed Ali Chaudhry, Harish Jain, Sudhir K http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/211 2016-07-27T11:48:59Z 2013-02-20T00:00:00Z

Who is a Successful Technopreneur? A Study of Technology SMEs in Iran and India Omrani, Seyed Ali; Chaudhry, Harish; Jain, Sudhir K Entrepreneurs are defined in different ways. There are many definitions of entrepreneurship and this has been a matter of debate and discussion in academic literature. However, in general, entrepreneur is perceived to be different in important ways from the non entrepreneur. Based on the researches carried out, it is concluded that these differences are due to background and personality of the entrepreneur. This paper aims to find out the important characteristics of successful entrepreneurs among technology SMEs in Iran and India. A sample of 84 entrepreneurs is studied through questionnaire survey. Suitable statistical methods were applied to analyze data. It is found that although there is a difference between technology orientations of the technology SMEs in Iran in India; there is no difference in their performance. There is no difference between performances of the firms based on their technology orientations. The results show difference between technology orientations of the successful technopreneur whereas it is not so in less successful firms. The results suggest courage, desire for success, work experiences and lack of satisfaction in last job to be common important factors for success of technopreneurship in Iran and India. When the technology orientation of the sample is taken into account, the only influential factor is courage.

2013-02-20T00:00:00Z Lafuente, Esteban Vaillant, Yancy http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/210 2016-07-20T04:25:08Z 2013-02-20T00:00:00Z

The Outcome of Past Entrepreneurial Experience and its Effect on Future BusinessOwnership Lafuente, Esteban; Vaillant, Yancy Individuals who have been business owners in the past, irrespective of their success, are found to have gained entrepreneurial specific human capital, which gives them greater new business venturing capabilities. In such an environment, the self confidence of recent entrepreneurs is greatly influenced by the success of their prior venture. However, recent studies show that the self confidence of individuals in their entrepreneurial skills has a greater impact over their propensity to become a business owner than their actual entrepreneurial specific human capital. The objective of this paper is to analyse the effect of past business experience (success and failure) on the current entrepreneurial self confidence of individuals and their propensity towards new business activity. In order to perform this analysis, individual cross sectional data from the Spanish GEM survey for the year 2010 was used. The results point for several implications that directly serve to improve entrepreneurship support policies and programmes by highlighting the need for greater attention to those individuals with a negative entrepreneurial history.

2013-02-20T00:00:00Z Debnath, Subrata http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/209 2016-07-27T11:48:52Z 2013-02-20T00:00:00Z

Swing of Technical, Human, and Conceptual Skills on Entrepreneurial Success Debnath, Subrata Because of liberalization of Indian Economy since 1991, domestic industries have began to face increasing competition as well as huge opportunities due to entry of large number of multinational companies, which requires high quality vendor support and ancillarization. As such, there is an obvious need for higher level of professionalism in sensing market opportunities, making strategic plans and managing the entrepreneurial ventures to succeed. In today’s globalized business world, there is a need to manage the enterprises more effectively than ever before. In India there is no dearth of resources, whether physical or human. What is essentially lacking is effective management. Against this backdrop, an empirical study has been conducted in the state of Tripura to observe the swing of Managerial Skills (Technical Skill, Human Skill, and Conceptual Skill) on entrepreneurial success. 120 entrepreneurs were randomly selected from the length and breadth of Tripura, who have run their enterprises at least 5 years as on 31st March, 2012. The sample consists of 80 Male entrepreneurs and 40 Female entrepreneurs. The primary data so required for the study have been collected from the sample of entrepreneurs with the help of a semi-structured mailed questionnaire. The findings of the study reveal that there is a positive co-relation between managerial skills of the entrepreneurs and the level of success achieved by them with respect to Net profit, Turnover growth, and Level of business diversification. Further, male entrepreneurs are much more successful in entrepreneurial venturing because of their higher level of managerial skills in comparison to the female counterpart.

2013-02-20T00:00:00Z