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Technological Entrepreneurs

Character Traits

Across a wide range of managerial situations, academics have sought to identify specific traits of individuals who are successful in fulfilling an assigned role in order to assess the potential for an individual to effectively fulfil their managerial role. Although research has sought to identify the characteristics influencing entrepreneurial behaviour and to link these to successful business outcomes (Steers et al. 2012), success in this area of academic endeavour has been limited.

There are probably a number of reasons for this (Ogbonna and Harris 2000). Firstly, character traits found to be significant in relation to entrepreneurs are often similar to those found among other successful people, such as politicians and outstanding sports people (Chell et al. 1991). Secondly, there are a number of methodological problems associated with attempting to measure traits and also to handle the fact that a person’s traits may change over time. Thirdly entrepreneurial success is probably due to the influence of a mix of different variables such as the emergence of a viable technology, access to resources and the nature of prevailing market demand. The existence of such factors has caused some academics © The Author(s) 2017

I. Chaston, Technological Entrepreneurship,

DOI 10.1007/978-3-319-45850-2_2

such as Gartner (1988) to reject the concept that there is a clear link between specific traits and the creation of entrepreneurial businesses.

Despite the problems with trait theory, comparative evidence provided by the activities of successful entrepreneurs can be useful in generating understanding of how certain behavioural patterns have contributed to the achievement of creating and building successful businesses. Hence identifying these patterns can be useful in seeking to understand how personal behaviour may contribute to the generation of new successful entrepreneurial outcomes. It is important to note, however, that many such traits are also exhibited by non-entrepreneurial business people. This situation would tend to suggest there are few if any unique traits that can be used to differentiate between technology-driven and market- driven entrepreneurship.

 
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