Entrepreneurial orientation has been studied by many researchers.This study seeks to better understand if entrepreneurial orientation and strategic thinking or strategic vision can be measured at an individual level of analysis and if these measures are related to opportunity seeking.The subjects (n=103) are comprised of self-reported aspiring entrepreneurs seeking training.The data are analyzed using a correlation analysis.The results indicate a significant, positive correlation between narcissism and opportunity seeking and a significant, negative correlation between competitiveness and opportunity seeking.These findings suggest that cooperativeness may enhance opportunity seeking.(AKP).

Several recent studies demonstrate that Indian American immigrant entrepreneurs play an increasingly important role in the economic growth in the United States. In part due to the compelling evidence of entrepreneurial success amongst immigrants, there is a renewed interest among policy makers in the StartUp Visa Act proposal which aims to drive job creation by helping foreign entrepreneurs secure immigrant visas to the United States. The proposal will allow an immigrant entrepreneur to receive a two year visa if he or she can show that a qualified U.S. investor is willing to invest in the venture. The findings of our study point to important gaps that need to be addressed to make the StartUp Visa proposal yield results. Our analysis of case study data collected from high-growth Indian American immigrant entrepreneurs in the technology industry suggests the following modifications are essential for the StartUp Visa proposal to produce results: (a) program focus shifted from foreign entrepreneurs to immigrants who are already in the United States and who are embedded in immigrant social and professional networks; (b) amend/extend the StartUp Visa to a StartUp Green Card targeted to immigrant groups in the United States with high human capital with a demonstrated higher proclivity for entrepreneurship; (c) remove some of the currently proposed restrictions such as the requirement to raise equity from qualified U.S. investors; and, (d) give preference to those who are currently providing products and services to clients in the United States.

60 university spinouts in 3 years. 94% still alive. Lowest cost per spinout in the US. The 'book' on successful technology transfer is to find multiple ways to substitute bottom-up entrepreneurial approaches for top-down bureaucratic mechanisms. However, few programs successfully manage the transition to entrepreneurial mode. How did they succeed where so many do not? We present an overview of the new University of Utah program where spinouts have skyrocketed (the stats above). We share the key facets of their multiple entrepreneurial approaches that converged on their current success, supported by theory and evidence from other successful programs that will give the audience critical 'lessons learned' and a deeper understanding of how other institutions can deploy this constellation of entrepreneurial mechanisms. How does Utah (and other top programs) put entrepreneurs first? How can we replicate their success? Etzkowitz (2008) shows that despite the press and PR, the median TTO loses money - probably more than is usually known. Only a handful regularly generate significant positive cash flow. How do they differ? We offer here a set of key principles for successful technology commercialization, illustrated by a very recent exemplar, that of the University of Utah. As opposed to a case study where the story unfolds and key best practices identified en route, this essay builds a model for successful technology commercialization organized into five key elements. For each element, we then describe the Utah model in those terms, followed by lessons for application elsewhere.

This paper uses insights from cognitive developmental psychology, constructivism and social neuroscience to move beyond entrepreneurial intentions to explore deeply-held beliefs associated with entrepreneurial thinking. From those insights, we propose identifying those developmental experiences ( lessons ) that are the sources of those critical deep beliefs that are intrinsic to our mental models regarding entrepreneurship: How we construct opportunities and, perhaps more important, how we learn to perceive ourselves as entrepreneurs. This paper addresses the nature of beliefs from a social neuroscience perspective, the constructivist learning model, theory and recent evidence from cognitive developmental psychology, and a look at a key phenomenon that reflects deep entrepreneurial beliefs, entrepreneurial role identity.

The two giants of modern economic thought, Joseph Schumpeter and John Maynard Keynes, were born the same year, yet took dramatically different directions. While Schumpeter is usually thought of as the champion of entrepreneurship and bottom-up economic development, Keynes is known for championing a top-down macro approach toward economic development. One championed free enterprise, the other championed the centrality of governmental intervention. Yet, despite the stark differences, there is one thing that paradoxically connect them: Passion.Keynes mapped out a careful, rational model of human economic activity that hinged seemingly upon powerful public policy levers to maximize an economy's potential. However, hundreds of pages deep into his, he makes a startling confession: That all the rational decision making in the world cannot explain human agency and proposed the importance of quot;animal spiritsquot;. While few economists have tried to analyze quot;animal spirits,quot; the subject merits deeper consideration. Nor have psychologists stepped into that breach either, despite Shapero's calls to understand what drives the human propensity to act on credible opportunities (1975, 1982). What is that spark and from whence does it arise?

Understanding entrepreneurial behavior requires that we focus at the deepest, most fundamental levels. The early days of entrepreneurship often emphasized personality research. That led us to studying attitudes, rather than traits (Shaver & Scott, 1991). The next step in the field's evolution was to explore individual differences through the lenses provided by cognitive and developmental psychology. This step now allows us to address deep, fundamental issues in entrepreneurial cognition through rigorous experimental research (that need not abandon relevance). It also allows us to take the next logical step and take advantage of the recent breakthroughs in neuroscience. Experimental research conjures a vision of abstract, ivory tower research far removed from the 'real world' that entrepreneurship research has long and proudly embraced. What happened when experimental research entered fields like marketing? Deep theory, yes. Profound practical applications, yes.

More detailed knowledge of the differences and similarities between social entrepreneurs and "traditional" entrepreneurs is critical to the advancement of the field of social entrepreneurship. We use Discrete Choice Modeling (DCM) approach to map the mental prototypes of "opportunity", and to examine beliefs about social ventures and the intentions toward creating them. Findings disclosed strong preferences for building environmentally sustainable, rapid-growing ventures. Low preference however was found for the social sustainability of the enterprise. This research contributes to the understanding of the complexities underlying how entrepreneurs construct their evoked set of opportunities. The study has significant implications for the future study of entrepreneurial intentions, and for the ways entrepreneurship is taught.

The impact of business planning on performance (survival, growth, profit) of small and medium enterprises (SMEs) has been debated in strategic management and entrepreneurship research for decades. This study clarifies prior inconsistent findings by unbundling the generalized construct of 'business planning' into three components: i) crafting an inspiring vision, ii) employing a system of success metrics and iii) developing a marketing plan. We examine how each of these components, and their interactions, influence SME growth, controlling for firm age and target market. A recent survey of SMEs from multiple countries provided the dataset of 393 firms to test these relationships.