Theory Of Entrepreneurial Culture

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Entrepreneurial culture being the predictor variable in this study comprises of two distinct words “entrepreneurial” and “culture”. The clarification of these two distinct words will enhance the understanding of the concept “entrepreneurial culture” more explicitly.
Wickham (2006) cited in Brownson (2013, p.147) defined the term entrepreneurial “as an adjective describing how the entrepreneur undertakes what they do”. The scholar stated further that the application of this adjective indicates that entrepreneurs have a unique way in which they do things. While Atherton (2004) in Brownson (2013, p.147) also defined entrepreneurial as a behavior or attitude that can be exhibited by individuals or groups, irrespective of their involvement in an
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This implies that any culture that fosters such, values, mindset, attributes and behavioral patterns synonymous to that of an entrepreneur could be regarded as an entrepreneurial culture. Entrepreneurial culture is a kind of culture required by organizational leaders to adopt if they seek to achieve sustainability. This is because the beliefs, norms, behavioral patterns and values adopted by employees of an organization are guided by the models provided by their leaders. In order words, leaders of organizations determines the values, beliefs and how behavioral patterns of their organizations will look like and how employees are expected to behave. This undoubtedly, could be a starting point for organizations to adopt entrepreneurial culture. However, entrepreneurial culture requires the adoption of a good style of leadership that promotes individual initiative and employee’s creativity. Therefore, entrepreneurial culture is not something an organization imposes on its employees rather it is a strategic mechanism that can be nurtured whereby organizations create a platform/enabling environment for its employees to act entrepreneurially. This entails allowing individual creativity and initiative within the organizational …show more content…
Therefore, for business organizations to continue operations, achieving its core objectives which include; survival, growth and profit amidst such environmental turbulences requires it to develop and adopt entrepreneurial culture that promotes risk-taking, pro-activeness, innovativeness and other core dimensions of an entrepreneurial organization. According to Naranjo – Valencia, Jimenez and Sanz-valle, (2011) cited in Zouhayer (2013, p.46) “the entrepreneurial culture is a determining key of the strategy of innovation and consequently, the companies should support values and standards according to their strategic choice”. However, Zouhayer (2013) argue that the culture of entrepreneurship is capable of affecting the various five core dimensions of an entrepreneurial orientation (innovativeness, risk taking propensity, autonomy, pro-activeness and competitive aggressiveness) significantly by promoting innovativeness as well as supporting pro-activeness and encouraging risk taking attitude within the organization. Krueger (2000) cited in Hussain, Ismail and Akhtar (2015, p.1) stated that considering the complexities and uncertainties that surrounds the business environment, entrepreneurial culture is a necessary strategy required by SMEs’ to adopt in order to have a good and adequate understanding on how to approach market opportunities as

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