Edited by Ayala Malach-Pines and Mustafa F. Özbilgin
Chapter 3: High-tech Entrepreneurs versus Entrepreneurs in Traditional Industries: Similarities and Differences in Family Portraits and Passion Quests
Orenia Yaffe-Yanai, Tamar Milo and Gilat Kaplan Introduction A recent study of the differences between entrepreneurs and managers of family-owned businesses (Yaffe-Yanai et al., 2007), concluded that entrepreneurs and managers tend to come from different family environments, that they had distinct motivations and passion quests and that the consulting process for these two groups should be equally distinctive. These findings supported the notion that family dynamics reveal people’s core emotional pain, which drives their personal quests and motivation, and leads to the roads along which they develop the legacies of past generations (ibid., 2007). This has become a cornerstone in the authors’ consulting practice. This consulting practice has demonstrated time and again that uncovering family dynamics teaches about the distinctive sources of people’s occupational motivations and uncovers the meaning of their lifelong passion quests. Consulting work with entrepreneurs from various business settings indicated that not all entrepreneurs were alike and that in particular, high-tech entrepreneurs might have different characteristics from their colleagues in more traditional industries. The entrepreneur Entrepreneurs have been the object of research in various disciplines. They have been recognized for their influence on economic and social processes, and thus as the creators of ‘new worlds’ (Czarniawaka and Wolff, 1991). They have been described as innovators and accelerators for changes that are not consistent with the accepted social viewpoints (Schumpeter, 1965). Scholars consider entrepreneurs to be the ‘knights of change’ (Drucker, 1985) and ‘creators of novelties and progress’ (Schumpeter, 1965). The entrepreneur is described as an individual who...
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