Journal of Enterprising Culture

This paper presents a summary of research on entrepreneurs and discusses the trends in the development of the field. It begins by introducing the pioneers of the domain, Cantillon, Say and Schumpeter. The contribution of economists such as Knight, Hayek, Penrose, Kirzner and Casson are mentioned. A second section presents the contributions of the behaviourists and the characteristics most commonly attributed to entrepreneurs. From the 1980s onwards, the field of entrepreneurship exploded and was assimilated into almost every soft science discipline. Two separate trends - one applied, the other theory-based - began to emerge. Thus, the paper postulates that the field is in the process of dividing into two separate entities: entrepreneurship, the applied aspect, and entreprenology, the theoretical aspect.

In the Management field, the term 'organisational development' refers to the processes of understanding and managing organisational change. Similarly, in the field of Entrepreneurship, we may apply the term 'entrepreneurial development' to the processes of understanding and managing change in the entrepreneurial process.

Among the various suggestions for improving the Singapore economy, a high-level task-force known as the Economic Committee in its 1986 report has suggested that Employee Stock Option Schemes (ESOS) "should be encouraged, as this is a good way to foster greater commitment of employees to their companies' financial performance". This paper discusses the status of Employee Stock Option Schemes in Singapore. An examination of the companies listed on the Main Board of the Stock Exchange of Singapore shows that only a minority of the Singapore incorporated and listed companies have offered ESOS. The study also finds that ESOS tends to be offered by the bigger companies within each sector of the economy. The results of a recent questionnaire survey show that among the companies that offered ESOS, motivating employees is the most popular objective for offering such schemes and these schemes are judged to be satisfactory in achieving it.

The purpose of this article is to explore the foundations of the strategic marketing concept in technology-based new ventures and illustrate the various meanings of strategic marketing through an analysis of a series of vignettes and a New Zealand mini-case study. The intent is to clarify the concept of strategic marketing and create a model of the strategic marketing process in a new venture.

This paper reports on an ongoing, government funded empirical investigation into U.K. managers' export behaviour and assistance requirements. Specifically, it focuses on one aspect of the study and establishes using MANOVA that differences exist between managers of U.K. small and medium-sized enterprises (SMEs) owned by executives from particular ethnic origins in relation to their motives for engaging in export activities. It provides a contribution to the knowledge in the area of cross-cultural entrepreneurial research since, although a body of literature exists on the topics of export management in SMEs and the business practices of ethnic minority-owned firms, there is the need to bring these two topics together in the form of a single study to establish the extent to which managers from different sub-cultures differ in their export behaviour and assistance requirements. The study concludes that since managers from particular ethnic origins are found to differ in their export behaviour, policy makers may need to reconsider the ways in which support is provided and targeted to avoid wasting scarce resources.

The importance of a firm's formal organisational structure for stimulating corporate entrepreneurship (CE) has been the subject of interest and debate in the literature. A firm's organisational structure usually provides the context, incentives and impetus for its CE activities and determines the success of its innovative ventures. This study empirically examines the association of the dimensions of organisational structure with CE activities in a sample of 130 banks. The results suggest that low formalisation, low centralisation, high professionalism, high participation, and intensive organisational-wide communication are positively associated with CE. Further, CE is positively associated with bank financial performance measures. Finally, the fit between the dimensions of organisational structure and CE is associated with successful organisational performance.