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Handbook of Research on High-Technology Entrepreneurs

Handbook of Research on High-Technology Entrepreneurs

Elgar original reference

Edited by Ayala Malach-Pines and Mustafa F. Özbilgin

This comprehensive Handbook presents an extensive overview of empirical and conceptual developments in the study of high-tech entrepreneurs from an interdisciplinary and multinational perspective.

Chapter 1: The Right Entrepreneur for the Right Start-up – the Impact of Entrepreneurs’ Personality on their Start-ups’ Performance: A Contingency Approach

Dov Dvir, Arik Sadeh and Ayala Malach-Pines

Subjects: business and management, entrepreneurship, human resource management, innovation and technology, technology and ict


1 The right entrepreneur for the right start-up – the impact of entrepreneurs’ personality on their startups’ performance: a contingency approach Dov Dvir, Arik Sadeh and Ayala Malach-Pines Introduction Derived from the French verb entreprendre meaning ‘to undertake’, the word ‘entrepreneur’ was once used in reference to Frenchmen who organized and led military expeditions (Wazir, 2007). The modern concept of entrepreneurship was introduced by Schumpeter (1934) who defined entrepreneurship as ‘the carrying out of new combinations’ and the individuals who carry out these new combinations, ‘entrepreneurs’. Many other definitions have been offered since then until Gartner suggested in 1989 that rather than trying to define an entrepreneur, effort should be invested in trying to define types of entrepreneurship. Entrepreneurial project classification Several attempts have been made to classify types of entrepreneurship, some of them especially relevant for the classification of high-tech ventures. One differentiated between high-potential ventures with the prospect for substantial growth and low-potential ventures (Bygrave, 1995; Carton et at., 2004). Another, following the classical definition of market-pulled versus technology-pushed innovations, differentiates between need-driven and technology-driven new venturing (Kunkel, 2001). In a need-driven new venture an entrepreneur notices a need in the marketplace and sets out to fill it. The entrepreneur may know little about the technology or the product, but can see the need. This focus on need frequently leads practitioners of need-driven new venturing to find new and unique ways of satisfying that need. A ‘technology-driven new venturing’, on the other hand, comes into being because of the...

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