Table of Contents

Contemporary Microenterprise

Contemporary Microenterprise

Concepts and Cases

Edited by Joseph Mark S. Munoz

While there have been numerous books and articles written on the popular topic of ‘microfinance’, few books have been written on the business model behind it: the ‘microenterprise’. Due to its diversity of thought and high quality of chapter contributions, this book is poised to be the book on ‘microenterprises’. Contemporary Microenterprise is a collage of the latest research and viewpoints on the subject by recognized academics and experts from around the globe.

Chapter 3: Microenterprises: The Interface between Entrepreneur and Manager

Michelle Ingram Spain

Subjects: business and management, entrepreneurship, international business, development studies, development economics, economics and finance, development economics


Michelle Ingram Spain PREFACE Entrepreneur-founders are risk-takers, traveling uncharted roads with creative and innovative ideas, working long hours, and following their dream to a single destination – the ownership of a successful microenterprise. Managers are planners, organizers, and motivators vested in successful management. Microenterprises require owners to interface entrepreneurial characteristics and management skills through the process of interchanging of roles. This chapter reviews microenterprises and the interface between the entrepreneur-founder and manager, the similarities and differences between the two roles, and their importance in the development of microenterprises. This chapter also includes microenterprise stories about entrepreneurs who became managers, as well as self-assessment activities that will provide insight regarding the interchange process and the interface between the entrepreneur-founder and manager roles. DEFINITIONS Microenterprise For the purpose of this chapter, “microenterprise” is recognized as two distinct words that interface to define one organization – the microenterprise. It uses “micro,” a view from the perspective of the entrepreneurfounder and/or manager roles, and “enterprise,” a business; thus giving “microenterprise:” a business with five or fewer employees. Entrepreneur-Founder The entrepreneur-founder is a creator, a person who builds or rebuilds a venture, a person with a vision, who sees an opportunity and acts on it. 20 Microenterprises: the interface between entrepreneur and manager 21 The entrepreneur-founder is a Spartan, a person with a passion and willingness to practice self-discipline, and who becomes the technician for the dream. Manager The manager links the vision and mission for the enterprise by interfacing with the entrepreneur-founder. They control and manage...

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