What Are the Different Types of Successful Entrepreneur Skills?

Entrepreneur ability refers to the entrepreneur's ability to solve various problems is the external manifestation of entrepreneurial quality. Including: management ability, decision-making ability, innovation ability, ability to recognize and employ people, adaptability, social ability, expression ability, etc.

Entrepreneurship

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Entrepreneur ability refers to the entrepreneur's ability to solve various problems is the external manifestation of entrepreneurial quality. Including: management capabilities,

Foreign scholars have started research on entrepreneurship as early as the 18th century. Experts and scholars have conducted extensive discussions on entrepreneurship from different perspectives. ^[1]

In order to grasp the connotation of entrepreneurial ability scientifically, the researchers found that 47 papers mentioned a total of 80 different types of entrepreneurial ability. Due to differences in perspective, experience, etc. of the capabilities required by entrepreneurs, it is difficult for domestic experts and scholars to form consistent opinions. ^[1]

The contribution of entrepreneurial capabilities to business growth

(I) Contribution of entrepreneurial ability to organizational ability

According to the capability theory, the source of a company's sustainable competitive advantage lies in its unique resources and organizational capabilities (Penrose, 1959; Wernerfelt, 1984; Jay B. Barney, 1991). However, the formation of organizational capabilities is a very complex issue. At present, this issue has not been resolved (Holbrook et al. 2000). There are four different perspectives, namely, the spontaneous perspective, the planning perspective, and the exogenous environment. The concept of decision and comprehensive view, but the most representative is the view advocated by the theory of organizational evolution. They mainly believe that the evolution of corporate capabilities is the individual characteristics of entrepreneurs and senior managers, such as strategic ambitions, organizational commitment, Determined by values and beliefs, perception of the world, vision and background, experience and level of professional knowledge (Winter, 2000; Holbrook et al. 2000; Raff, 2000; Tripsas and Gavetti, 2000).

Entrepreneurs' comprehensive management capabilities are the source of organizational capabilities, because the various resources needed to cultivate organizational capabilities have an inevitable relationship with the breadth and depth of the entrepreneurial relationship network (Park and Luo, 2001, etc.); entrepreneurial internal management Capabilities, that is, activities such as cultivating a management team, setting up an organization, and establishing formal and informal corporate systems (such as the cultivation of corporate culture) affect the cost control, quality advantages, flexibility advantages, and technological innovation of the organization. Is the main source of organizational efficiency (Chandler and Hanks, 1994); strategic positioning ability reflects the ability of entrepreneurs to organically coordinate the relationship between changes in the external competitive environment and corporate growth, which directly affects the flexibility of corporate organizations And adaptability, and ultimately affect the growth direction and growth space of the enterprise.

(II) Contribution of entrepreneurial ability to corporate performance

Enterprise performance is the result of a combination of factors including the above economic structural factors, entrepreneur background factors, and other uncontrollable factors. However, we believe that the contribution of entrepreneurs' various operating behaviors and capabilities to corporate performance cannot be ignored. In measuring the contribution of entrepreneurial capabilities to corporate performance, we considered the following three principles to ensure the objectivity, validity and credibility of the measurement: (1) In order to control the entrepreneurial capabilities and corporate performance due to timing For inconsistencies, we take the average measure of performance; (2) take multiple indicators to measure; (3) consider the regulating role of organizational capabilities.