Louis Jacques Filion

Transnational networking and business performance: Ethnic entrepreneurs in Canada

It is generally acknowledged that transnational networking plays an important role in promoting the performance of ethnic entrepreneurial firms. Yet distinctions between the different types of transnational networking and their effects on business performance have received scant attention in the literature, probably because ethnicity has been considered to be the main actor in the networking–performance relationship. This paper argues that one of the reasons why business performance differs across ethnic entrepreneurial firms is that ethnic entrepreneurs engage in dissimilar types of transnational networking. Analyses of the data generated by 720 ethnic entrepreneurs in Canada revealed that ethnicity, along with human capital and push/pull factors, both of which are part of our conceptual framework, plays a central role in the engagement of different types of transnational networking and that the different types of transnational networking affect business turnover (sales) and business survival (age). Push/pull factors were found to play a marginal role in business performance. These results highlight the competitive market that immigrants and members of ethnic minority groups encounter in the hosting economy and stress the value of transnational networking.

TEN STEPS TO ENTREPRENEURIAL TEACHING

ABSTRACT This paper sets out some thoughts and suggestions on the role of teachers—especially at high school level—in fostering development of an entrepreneurial attitude among students. What entrepreneurs are and what they do is discussed and the concept of “pre-entrepreneur” is introduced. Some thoughts on education and entrepreneurship are put forward, and finally some concrete recommendations on the steps to be taken to teach entrepreneurially are proposed.

Diferenças entre sistemas gerenciais de empreendedores e operadores de pequenos negócios

Based on an empirical study of the managerial systems of 116 small business owner-managers, the subjects were divided into two groups. A total of 74 were classified as entrepreneurs, and the remaining 42 as operators. The managerial systems of all the sample ownermanagers were analyzed from the point of view of Fayol’s POCC elements (planning, organizing, commanding and controlling). Each of the two groups had an activity system of its own. For the entrepreneurs, the activities in the system were visioning, designing, animating, monitoring and learning, while for the operators they were selecting, performing, assigning, allocating, monitoring and adjusting.

Measuring Ethnic Community Involvement: Development and Initial Testing of an Index

This paper builds on the work of Chaganti and Greene, who distinguish between ethnic minority entrepreneurs/small business owners who are very involved with their ethnic community and those who are not. We extend their work by developing an Index of Ethnic Community Involvement based not only on personal but also business characteristics. We utilize a large sample size (698 interviews with entrepreneurs), drawn from five ethnic groups, and develop a valid and reliable (0.69) Index of Ethnic Involvement (IEI) with a strong emphasis on social capital theory. Our initial analysis shows the IEI predicts some personal and business characteristics. Future development will include building regression models to predict business outcomes. The IEI, when fully developed, promises to be useful for targeting assistance, education and training programs, and policy initiatives for entrepreneurs and small business owners according to the level of ethnic community involvement.

Social Capital, Networks and Ethnic Minority Entrepreneurs: Transnational Entrepreneurship and Bootstrap Capitalism

The contributors to this collection provide a wealth of new analyses of both traditional and emerging aspects of entrepreneurship, from a variety of national perspectives and from a variety of disciplines. Globalization has begun to dismantle the barriers that traditionally segregated local business opportunities and local firms from their international counterparts. Local markets are becoming integral parts of broader, global markets. As globalization proceeds apace, entrepreneurs and small businesses will play a more prominent role on the global business arena. The volume is divided into three sections. The first looks at the internationalization process itself while the second focuses on factors facilitating this process in small and medium-sized firms. The last section examines emerging dimensions in management policy.

Operators and visionaries: differences in the entrepreneurial and managerial systems of two types of entrepreneurs

Following an empirical study of the managerial systems of 116 entrepreneurs, the subjects were divided into two types. A total of 42 were classified as operators and the remaining 74 as visionaries. The managerial systems of all the sample entrepreneurs were analysed using Filions empirical systems modelling methodology with consideration for Fayols management key basic elements: planning, organising, commanding and controlling. Each of the two types had its own activity system. For the operators, the activities were selecting, performing, assigning, allocating, monitoring and adjusting. For the visionaries, they were visioning, designing, animating, monitoring and learning.

Visão e relações: elementos para um metamodelo empreendedor

The main factor of success for entrepreneurs is the capacity of projecting a view of their businesses on the future.

Empreendedorismo e gerenciamento: processos distintos, porém complementares

INTRODU˙ˆOA necessidade de desenvolverprogramas, cursos e atividades detreinamento sobre empreendedoris-mo parece crescer a cada ano emdiversos paises. As questies fre-quentemente levantadas por quemdesenvolve esses programas sao:Qual O a diferenca entre gerencia-mento e empreendedorismo? O queum programa de formacao empre-endedora deveria conter? Quais cur-sos deveriam ser oferecidos? Comoesses cursos deveriam ser ministra-dos? Este artigo nao pretende res-ponder a todas as questies. O queele faz O apresentar um certo nœme-ro de diretrizes desenvolvidas, demodo a atender as necessidades daformacao profissional, baseando-seem uma dOcada de experiŒncia tan-to em pesquisa sobre empreendedo-rismo quanto na criacao e adminis-tracao de programas educacionaisvoltados para empreendedorismo epequenos negocios em niveis de for-macao e graduacao universitAEria.GERENCIAMENTO EEMPREENDEDORISMO:ALGUMAS DIFEREN˙ASTimmons (1978), Hornaday(1982), Brockhaus e Horwitz (1986)e Hisrich (1986) pesquisaram a lite-ratura sobre as caracteristicas comu-mente atribuidas aos empreendedo-res. Essas caracteristicas sao apre-sentadas no Quadro 1.Tais caracteristicas sao encon-tradas em auto-empregados, propri-etAErios de pequenos negocios e

Spin-off Process and the Development of Academic Entrepreneur’s Social Capital

So far, there has been very little in-depth research on how the spin-off process contributes to the development of academic entrepreneurs’ social capital. In this inductive, exploratory and qualitative study, we examine eight academic entrepreneurship case studies. Based on our findings, we propose three mechanisms to explain the contribution of the spin-off process. They are the entrepreneurs´ affiliation with the university, the entrepreneurs´ immersion in the university´s network of relationships, and the new venture creation preparation given to the entrepreneurs by the university.

ENTREPRENEURIAL PERFORMANCE, NETWORKING, VISION AND RELATIONS

ABSTRACT Many studies show that entrepreneurial performance is related to networking. This paper suggests that networking should be considered to be part of a wider relations system which also includes family and relations within the enterprise. It is also suggested that if the successful entrepreneur is efficient in developing and maintaining relationships, it is because this is done for the purpose of supporting the progression and realization of the entrepreneurs vision.