Chapter 2. Business Entrepreneurship and Entrepreneur

Chapter 2. Business Entrepreneurship and Entrepreneur. Business enterprises and entrepreneurs to contribute to the country’s economic development is very important. In today’s developed countries, economic growth and development are based on the active role of entrepreneurs.

The use of all available resources and they have contributed to utilize their creativity. The countries with large populations, such as economic development and employment creation in business enterprises and entrepreneurs need is undeniable. Various aspects of this chapter, we are in business enterprises, the importance of socio-economic development of the business enterprises, successful entrepreneurs Qualities and reducing barriers to the development of enterprises will learn about the bi Í determined. Business enterprises and entrepreneurs to contribute to the country’s economic development is very important.

In today’s developed countries, economic growth and development are based on the active role of entrepreneurs. The use of all available resources and they have contributed to utilize their creativity.

Chapter 2. Business Entrepreneurship and Entrepreneur

Chapter 2. Business Entrepreneurship and Entrepreneur

Chapter 2. Business Entrepreneurship and Entrepreneur

Chapter 2. Business Entrepreneurship and Entrepreneur

The countries with large populations, such as economic development and employment creation in business enterprises and entrepreneurs need is undeniable. Various aspects of this chapter, we are in business enterprises, the importance of the socio-economic development of the business enterprises, successful entrepreneurs Qualities and reducing barriers to the development of enterprises will learn about the bi Í determined.

A nascent entrepreneur is someone in the process of establishing a business venture. In this observation, the nascent entrepreneur can be seen as pursuing an opportunity, i.e. a possibility to introduce new services or products, serve new markets, or develop more efficient production methods in a profitable manner. But before such a venture is actually established, the opportunity is just a venture idea.

In other words, the pursued opportunity is perceptual in nature, propped by the nascent entrepreneur’s personal beliefs about the feasibility of the venturing outcomes the nascent entrepreneur seeks to achieve.

Its prescience and value cannot be confirmed ex-ante but only gradually, in the context of the actions that the nascent entrepreneur undertakes towards establishing the venture Ultimately, these actions can lead to a path that the nascent entrepreneur deems no longer attractive or feasible, or result in the emergence of a (viable) business. In this sense, over time, the nascent venture can move towards being discontinued or towards emerging successfully as an operating entity.

The distinction between the novice, serial and portfolio entrepreneurs is an example of behavior-based categorization. Other examples are the (related) studies by, on start-up event sequences. Nascent entrepreneurship that emphasizes the series of activities involved in new venture emergence, rather than the solitary act of exploiting an opportunity.

Such research will help separate entrepreneurial action into its basic sub-activities and elucidate the interrelationships between activities, between an activity (or sequence of activities) and an individual’s motivation to form an opportunity belief, and between an activity (or sequence of activities) and the knowledge needed to form an opportunity belief. With this research, scholars will be able to begin constructing a theory of the micro-foundations of entrepreneurial action.

Scholars interested in nascent entrepreneurship tend to focus less on the single act of opportunity exploitation and more on the series of actions in new venture emergence, Indeed, nascent entrepreneurs undertake numerous entrepreneurial activities, including actions that make their businesses more concrete to themselves and others. For instance, nascent entrepreneurs often look for and purchase facilities and equipment; seek and obtain financial backing, form legal entities, organize teams; and dedicate all their time and energy to their business

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Chapter 2. Business Entrepreneurship and Entrepreneur

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