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International Business Review 25 (2016) 1197–1210 Do young managers in a developing country have stronger entrepreneurial intentions? Theory and debate Justin Paula,*, Archana Shrivatavab a Graduate School of Business Administration, University of Puerto Rico, Main Campus, Plaza Universitaria, North Tower, San Juan, PR 00931 3332, USA b GH Raisoni College of Engineering, Nagpur, India A R T I C L E I N F O Article history: Received 1 June 2015 Received in revised form 3 March 2016 Accepted 7 March 2016 Available online 15 March 2016 Keywords: Entrepreneurial intention Country culture Proactive personality Developing and developed countries A B S T R A C T We examine whether the young managers in a developing country have stronger entrepreneurial intention than those in a developed country, within the context of the Theory of Planned Behavior. This study is based on the data from two distinct and strategically important countries: India and Japan. We analyze the linkage between entrepreneurial intention, country culture and proactive behavior. We postulate a theoretical model to incite others to pursue further research. Bateman and Crant’s (1993) questionnaire was used for the measurement of the aforementioned variables. We found that the managers in a developing country need not have stronger entrepreneurial intentions. ã 2016 Elsevier Ltd. All rights reserved. Contents lists available at ScienceDirect International Business Review journal homepa ge: www.elsev ier.com/locate/ibusrev 1. Introduction Entrepreneurship creates wealth and reduces unemployment. Entrepreneurs contribute to industrialisation as well as to economic growth (Dana, 2001). The antecedents and consequen- ces of entrepreneurship are considered as important topics of academic debate (Dana, 2001; Keupp & Gassmann, 2009). This is also of great importance for policy makers as high levels of entrepreneurial activity in a country are likely to contribute to innovative activities, increase in competition, and employment generation (Paul & Shrivastava, 2015). Many economists claim that entrepreneurship is an important determinant of economic growth and development (Naudé, 2011). Therefore, entrepreneurship has gained increasing respect as a field of research from scholars as well as those concerned with its practical application worldwide (Ma & Tan, 2006). History has proven that with each economic downturn it is entrepreneurial drive and persistence that brings economies back on track (Kuratako, 2006). Entre- preneurship has attained a special importance in the process of economic growth and industrial development, both in the developed and developing countries (Tamizharasi & Panchanat- ham, 2010), as high growth firms are often characterized by an * Corresponding author. E-mail addresses: [email protected], [email protected], [email protected], http://justinpaul.uprrp.edu (J. Paul), [email protected], [email protected] (A. Shrivatava). http://dx.doi.org/10.1016/j..

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The focus of this research was to establish the effect of entrepreneurship Ecosystem in inculcating entrepreneurial propensity for community development. Promotion of entrepreneurship in Kenya has existed ever since independence. The Government has shown tremendous support to entrepreneurship growth. The Government have channelled financial support through funding such as Women Enterprise fund, Youth Enterprise Fund and Uwezo Fund

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The world runs on the fast-line driven by technological advancement and systems progression, fueled by innovative leadership. Change management becomes daunting task even for the strong, smart and savvy. This paper discusses the concepts and practice of innovative leadership style in a rapidly ever-changing global environment. The nudge theory is positioned as framework for discourse. Key concepts are defined, correlated and explained on challenges, prospects and the way forward. An exercise is designed for application of lessons learnt to real world situation in Nigeria.

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CHAPTER SEVEN Formulating and Adopting Strategies and Plans to Manage the Issues If you play with the fibers, they suggest possibilities. —Annie Albers, weaver This chapter will cover Steps 6 and 7, formulating and adopting strategies and plans. Even though the two steps are likely to be closely linked in practice, they should be kept separate in the planning team members' minds. Both concern creating ideas for strategic action and building a winning coalition (see Figure 2.4), but the dynamics that surround each step may be dramatically different, especially when strategies must be adopted by elected or appointed policy boards. Strategy formulation often involves freewheeling creativity and the give-and-take of dialogue and deliberation, while formal adoption of strategies and strategic plans can involve political intrigue, tough bargaining, public posturing, and high drama. Strategies should be formulated that can be adopted in politically acceptable, technically and administratively workable, results-oriented, and legally, ethically and morally defensible form. Strategy may be thought of as a pattern of purposes, policies, programs, projects, actions, decisions, or resource allocations that defines what an organization (or other entity) is, what it does, and why it does it. Strategy therefore is the extension of an organization's mission, forming a purpose-driven (and sometimes purpose-revealing) bridge between the organization and its environment. Strategies typically are developed to deal with strategic issues; that is, they outline the organization's response to the fundamental challenges it faces. To follow the bridge metaphor, strategic issues show where bridges are needed, and strategies are the bridges. (If the goal approach to strategic issues is taken, strategies will be developed to achieve the goals; or, if the vision of success approach is taken, strategies will be developed to achieve the vision.) This definition of strategy is purposely very broad. It is important to recognize patterns that transcend and, ideally, integrate and align organizational policies, decisions, resource allocations, and actions large and small. General strategies will fail if specific steps to implement them are absent. Further, strategies are prone to fail if there is no alignment or consistency between what an organization says, what it pays for, and what it actually does. The definition of strategy offered here—an arrangement to achieve the mission, meet the mandates, and create public value—calls attention to the importance of this alignment. Good strategies involve creating effective linkages with the organization's environment, even if the purpose is to change the context. As noted in Chapter Five, the word context comes from the Latin to weave together. The arrows in the strategic planning process outlined in Figure 2.1 may be thought of as the threads of communication concerning ideas about the organization's context and what might be done to ...

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Assessing the Environment to Identify Strengths and W eaknesses, Opportunities and Challenges You wouldn't think that something as complexly busy as life would be so easy to overlook. - Diane Ackerman, A Natural History of the Senses So it is said that if you know others and know yourself, you will not be imperiled in a hundred battles; if you do not know others, but do know yourself, you win one and lose one; if you do not know others and do not know yourself, you will be imperiled in every single battle. - Sun Tzu, The Art of War To respond effectively to changes in their environments, public and nonprofit organizations (collaborations a11d communities) must understand the external and internal contexts ·within which they find themselves, so that they can develop effective strategies to link the two in such a way that significant and long-lasting public value is created. The word context comes from the Latin for "weave together," and that is exactly what well-done external and internal environmental assessments help organizations do: weave together their understandings and actions in a sensible way so that organizational performance is enhanced. As Weick (1995, p. 104) observes, "Sensemaking is about context. Wholes and cues, documents and meanings, figures and ground, periphery and center, all define one another. Sensibleness de1ives from relationships, not patts." Sensemaking is needed to weave hindsight, foresight, and insight into sensible action. The sheer pace of change in the world at large heightens the need for effective assessments. It seems as if the future is hurtling toward us more quickly, dratnatically, a11d disruptively than ever- and this can be alternately confusing, pleasing, or dowmight scary. There are disputes about whether or not the pace of change is accelerating (Mintzberg, 1994; Barkema, Baum, & Mannix, 2002; Ball, 2004). Whether it is or not, there is enough change all around that wise organizational leaders feel compelled to pay attention. In part this is because change so often occurs where, when, STRATEGIC PLANNING FOR PUBLIC AND NONPROFIT ORGANIZATIONS: A GUIDE TO STRENGTHENING AND SU ... how, and in a form that is least expected- which, of course, is exactly what you should expect in a complex, richly interconnected world (Kelly, 1994; Ball, 2004; Senge, 2006). In other words, the pace of change may or may not have increased, but the complexity of the systems that make up tl1e world almost certainly has. A complex system is: One made up of a large number of parts that have many interactions .... [In] such systems the whole is more than the sum of the parts in the weak but important pragmatic sense that, given the properties of the parts and the laws of their interaction, it is not a trivial matter to infer the properties of the whole (Simon, 1996,pp.184- 185). As a result, change anywhere can result in unpredictable results elsewhere as t ...

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