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Idealisation
too few men and women here in Britain - a third less than the proportion in the US - have started or grown a business or become self-employed and so it is time to remove the financial, cultural and other barriers to enterprise so that in Britain starting a business becomes the ambition not just of an elite few but of many the greatest constraint on the growth of Britain's productivity and prosperity today is now our failure to realise the educational and entrepreneurial potential of our own people. Gordon Brown, Mansion House speech 2002
Loadsamoney
Manifestation (mainstream economy) Individualism Profitability and longevity of business; growth Profit drive Maximum financial return Risk-taking Borrowing money; moving into new sectors Opportunism Identifying new sectors Innovation Exploring new technologies or management techniques Confidence Ability to go it alone sometimes against expert advice Energy Willingness to work long hours, travel widely Self-motivation Creating own job rather than seeking work through application Vision Forseeing future business developments
Attribute Independence
Insulation of community against destructive forces of globalisation Achievement Sustainability Profitability Sufficient surplus to ensure continuation of business activity Risk-taking Balancing job survival against innovation Opportunism Identifying new sectors Innovation Exploring new forms of organization structure Confidence Based on mutual support Energy Willingness to work long hours Self-motivation Based on mutual support Vision Foreseeing and envisioning environmental sustainability
Williams, C. C. (2006), The Hidden Enterprise Culture: Entrepreneurship in the Underground Economy (Cheltenham: Edward Elgar), chap. 2.
Three classic requirement of the entrepreneur are: to prioritise the accumulation of money; to spot opportunities; to innovate. The inadequacy of the standard view is demonstrated by the need to develop sub-categories.
US definition of Dees
Focus of literature on individual characteristics of people involved in the social economy. Begins with market-based entrepreneurs who mobilize the resources of others to achieve their entrepreneurial objectives. The social entrepreneur can therefore be defined as someone who acts as a change agent in the social sector by: Adopting a mission Pursuing new opportunities to achieve that mission Continually innovating, adapting and learning Avoiding limitations of current resources Being concerned with accountability to their clients and community
Is it an individual decision?
A paper on the characteristics of the entrepreneurial personality (Littunen, 2000) that has, in its published electronic form, been downloaded more than any other in the Emerald system, begins by stating that Starting up a new firm is very much an individual decision, a conclusion which it is the central purpose of this paper to challenge
Associative entrepreneurship?
Based on mutual values Involves the sharing of skills by groups of individuals to achieve the best outcomes for those in their group and the wider community Central role of ownership and control Particularly relevant in areas that have historically been dominated by nationalized industries and/or single employers, or where there has been a strong radical tradition? Prototypical example: co-operatively-owned coal-mine Tower Colliery in the South Wales Valleys.
Howorth, C., Parkinson, C. and Coupland, C. (2006), Resisting the Identity of Social Entrepreneur, paper presented to the 29th ISBE conference in Cardiff, 31 Oct.
There was a great deal of resistance to the label of social entrepreneur. Overall, only two responded positively to the label and they treated their public acceptance of it with some caution. Some of the participants avoided the word social in association with entrepreneur as if the two did not go together. The vehement rejection of the term social entrepreneur by over half the participants is notable. Explanations might include a greater affinity with the community collective and seeing entrepreneurs as individuals; viewing entrepreneurs as heroic other people; not associating with the popular myth of entrepreneurship. Alternative identities that emerged were around community activists, managers and caretakers.