Sunday, 3 December 2017
Mark zuckerberg's success story as the founder of Facebook
Bill Gates' success story as the founder of Microsoft
William Henry “Bill” Gates III was born on October 28, 1955 in Seattle, Washington in a fairly wealthy family of William Henry “Bill” Gates, Sr. – a successful attorney and Mary Maxwell Gates – a former school teacher, who later became a member of the Board of Directors of the First Interstate Bank. Being a child, Bill Gates already possessed a prospective businessman talent, especially in mathematics. It is not accidental that at school he scored 800 points in the mathematical part of the intelligence test, showing the best result. However, the family expected Bill Gates to follow his father’s steps and enter Harvard Law School. In 1968, he met with his best friend Paul Allen in high school and from that point is where they started to spend most of their free time writing programs and figuring out how to make the computer to do interesting things. Fortunately, a new student arrived in Lakeside, whose father worked as a senior programmer in Computer Center Corporation (CCC). The new contract allowed Gates and his friends to continue their experiments. Meanwhile, the company’s business began to suffer from constant failures and poor protection.
Remembering the destructive activities of computer users from Lakeside, CCC invited Bill Gates and his friends to identify flaws and security holes. As a payment, the company offered endless computer time for young hackers. In 1969, the Computer Center Corporation experienced difficulties once again, and in 1970, it declared itself a bankrupt.
The Lakeside’s students lost their job and access to computer time. In 1971, the Information Sciences hired Bill Gates and Paul Allen to create software that would be make-up payroll sheet. In 1973, Bill Gates entered Harvard University, intending either to follow the footsteps of his father or to become a professor of Mathematics. Later Bill admitted that his heart
wasn’t in it. Most of his time spent at Harvard: he was playing pinball, bridge, or poker. Paul Allen, Bill’s friend, often visited him on weekends, and they were debating about the prospects of opening their own company. In June, 1975, Bill Gates creates a company for software development and names it Microsoft (the first version was Micro-Soft). Despite of the hard work of its employees, the company at first experienced some difficulties with distribution of any software products. The company did not have enough money to hire a good sales manager, so this function was performed by Bill Gates’ mother Mary Maxwell Gates. In 1976, the company's income had dropped at it's lowest affordability point caused by illegal copying of software and the use of it without permission of the creator or it is also defined as 'piracy'. Gates wrote an open letter in February 1976, which was published in a newsletter for Altair users. In response, the Gates Foundation has received 300 letters, but only a few of them contained a check. In 1976, it became obvious that Bill Gates could not continue his studies and manage a growing company at the same time. In December, he left the university, despite of all the objections of his parents, and fully engaged with the business. At that time, he was only twenty one. Then, the young businessmen got a lucky strike and the profit of Microsoft sales reached $500,000 dollars for the 1977 financial year. In 1979, Bill received an offer from IBM to create an operating system for the world’s first personal computer. However, Bill Gates was forced to deny the proposal of IBM, as he did not have any drafts for creating OS at the moment. Therefore, the CEO of Microsoft was forced to recommend International Business Machine (IBM) to seek help from its competitor Digital Research, which later will be the developer of the OS for IBM personal computer.
Meanwhile, Microsoft buys a ‘crude’ operating system 86-DOS for $50,000 dollars from the Seattle Computer and hires Tim Paterson, the creator of 86-DOS. In September 1980, IBM signed a detailed contract with Microsoft. This contract was destined to change the history of the personal computer industry. Both IBM and Microsoft benefited from it. In 1981, Microsoft becomes a corporation, the management of which is shared between Bill Gates and Paul Allen. Later the next year Gates convinced IBM management that MS-DOS should be sold under the license and other computer manufacturers, thereby making the
competition of Apple, which was selling its computers based on its own operating system. In 1983, The Microsoft Hardware group (formed in 1982) creates a manipulator called ‘Mouse’ for an easy data input into a computer with a graphical user interface. In the same year, the corporation presents a text editor for MS-DOS. In addition to all of these, the company of Bill Gates announced Windows – the extension of the operating system for MS-DOS as a universal operating environment for graphics applications. In 1993, the number of registered users of Microsoft Windows reached 25 million people. Thus, Windows becomes the most popular operating system in the world with a graphical interface. It goes without saying that since this then, Microsoft started to dominate an entire industry – it owned about 44 percent of all profits software market. Since that, Windows had launched several versions such as Windows 95, Windows 98, Windows 7 and and recently the release of Windows 8 in 2012.
Saturday, 2 December 2017
http://www.researchersworld.com/vol2/issue3/Paper_5.pdf
YOUNG ADULT RESPONSES TO ENTREPRENEURIAL INTENT
The word "intent" itself can be defined as a state of mind directing a person’s attention toward a specific object or a path in order to achieve something. Entrepreneurial intention is thus refer as the intentions of setting up one’s own business in the future. It can also refer to a state of an individual mind, which directs and guides them toward the development and the implementation of new business concept. According to Ajzen (1991), he asserted that the decision to set up a new business venture can be regarded as a planned behaviour and there is a strong relationship between intention towards behaviour and actual act. The research was conducted at the Universiti Malaysia Sabah (UMS) and it is believed that the Malaysian government are encouraging entrepreneurial intentions amongst young adults especially university students in the country. Based on the result, few factors were identified that leads to entrepreneurial intention amongst young adults in Malaysia that is perceived university encouragement (PUE), Perceived Educational Support (PES) which comprises of perceived facilitators support (PFS), perceived knowledge gained (PKG), perceived assignments (PAS), perceived methods of teaching (PMT) and perceiveed course duration (PCD). The next factor is academic major (AM), Attitudes (ATT) which comprises of attitude towards entrepreneurship (ATE), general attitude towards change (GAC), general attitude towards money (GAM), and general attitude towards competition (GAP). The last factor is the entrepreneurial role model in the family (ERM). Based on the result, the respondents responded positively for perceived university encouragement where most of their responses was "My university, people are actively encouraged to pursue their own ideas."Next, perceived educational support which comprises of few items have few responses as well such as "The courses provide students with the knowledge required to start a new company." for perceived knowledge gained. As for perceived facilitators support, most of them responded "The lecturer is helpful & guide me well." As for perceived assignments, most students responded "Practical project provided me with exposure to the real business environment." The students' response towards perceived methods of teaching are mostly towards the satisfaction that they've obtained throughout their learning experience with their respective lecturers. The last item is perceived course duration where they responded that 14 weeks of the course duration allowed was sufficient for them. On top of that, academic major factor is influenced more through how the students are able to cope up with their respective specialized courses. Another factor is attitudes which comprises of few items. As for attitudes towards entrepreneurship, students agree more towards being their own boss rather than having to secure a job when they enter the working world. Next item is general attitudes towards change where the respondents felt that working in a stable and routinized environment is boring. Another item is attitude towards money where students felt that making a lot of money is important to them. The last item is general attitudes towards competition where the respondents felt that they tend to work harder in situations where their performance is compared against that of others. Lastly, the entrepreneurial role model in the family factor is highly regarded amongst the students where they feel that it's important to have peers in their family. In conclusion, a higher perceived university encouragement, perceived educational support, attitudes and entrepreneurial role models in the family leads to a higher entrepreneurial intention amongst young adults. Additionally, the students who are major in business related field also have higher intention to be an entrepreneur.
The word "intent" itself can be defined as a state of mind directing a person’s attention toward a specific object or a path in order to achieve something. Entrepreneurial intention is thus refer as the intentions of setting up one’s own business in the future. It can also refer to a state of an individual mind, which directs and guides them toward the development and the implementation of new business concept. According to Ajzen (1991), he asserted that the decision to set up a new business venture can be regarded as a planned behaviour and there is a strong relationship between intention towards behaviour and actual act. The research was conducted at the Universiti Malaysia Sabah (UMS) and it is believed that the Malaysian government are encouraging entrepreneurial intentions amongst young adults especially university students in the country. Based on the result, few factors were identified that leads to entrepreneurial intention amongst young adults in Malaysia that is perceived university encouragement (PUE), Perceived Educational Support (PES) which comprises of perceived facilitators support (PFS), perceived knowledge gained (PKG), perceived assignments (PAS), perceived methods of teaching (PMT) and perceiveed course duration (PCD). The next factor is academic major (AM), Attitudes (ATT) which comprises of attitude towards entrepreneurship (ATE), general attitude towards change (GAC), general attitude towards money (GAM), and general attitude towards competition (GAP). The last factor is the entrepreneurial role model in the family (ERM). Based on the result, the respondents responded positively for perceived university encouragement where most of their responses was "My university, people are actively encouraged to pursue their own ideas."Next, perceived educational support which comprises of few items have few responses as well such as "The courses provide students with the knowledge required to start a new company." for perceived knowledge gained. As for perceived facilitators support, most of them responded "The lecturer is helpful & guide me well." As for perceived assignments, most students responded "Practical project provided me with exposure to the real business environment." The students' response towards perceived methods of teaching are mostly towards the satisfaction that they've obtained throughout their learning experience with their respective lecturers. The last item is perceived course duration where they responded that 14 weeks of the course duration allowed was sufficient for them. On top of that, academic major factor is influenced more through how the students are able to cope up with their respective specialized courses. Another factor is attitudes which comprises of few items. As for attitudes towards entrepreneurship, students agree more towards being their own boss rather than having to secure a job when they enter the working world. Next item is general attitudes towards change where the respondents felt that working in a stable and routinized environment is boring. Another item is attitude towards money where students felt that making a lot of money is important to them. The last item is general attitudes towards competition where the respondents felt that they tend to work harder in situations where their performance is compared against that of others. Lastly, the entrepreneurial role model in the family factor is highly regarded amongst the students where they feel that it's important to have peers in their family. In conclusion, a higher perceived university encouragement, perceived educational support, attitudes and entrepreneurial role models in the family leads to a higher entrepreneurial intention amongst young adults. Additionally, the students who are major in business related field also have higher intention to be an entrepreneur.
www.andriopoulos.org/uploads/1/3/3/2/13324822/ijei_2011.pdf
CREATIVITY AND ENTREPRENEURIAL INTENTION IN YOUNG PEOPLE
Entrepreneurial intention refers to a conscious state of mind that directs a person’s attention to fulfilling the goal of venture creation. Entrepreneurial intention in young people is dependent on the extent to which they perceive themselves as creative. The studies showed that the more young people perceive themselves as creative, the higher their entrepreneurial intention. The study was carried out at a British business school where four factors were identified affecting the entrepreneurial intentions amongst young people especially university students in developing new ventures that is creativity supported in the family (FC), creativity supported in the university (UC), individual creativity (IC) and entrepreneurial intention (EI). Firstly, the individual creativity (IC) where creativity is a broad term that has received different conceptualizations in diverse fields, such as art, music, science, education, advertising and management. Entrepreneurs, more so than non-entrepreneurs, have mental frameworks that endorse ‘thinking outside the box’ when it comes to opportunity recognition. They are able to produce a large number of ideas and often have unusual and novel ideas. They tend to apply conceptual combinations, analogical reasoning, abstraction, problem formulation and other processes in order to come up with new ideas. Next, creativity supported in the family (FC) involves low levels of authoritarianism and restrictiveness, along with an encouragement of independence, have been found to characterize families that are most likely to foster creativity in their children. They promote knowledge structures around divergent thinking, problem solving, imagination, flexibility and playfulness, and tend to equip their children with more developed creativity scripts. Besides that, creativity supported in the university (UC) factor is supported by exposing students to creative role models within the university context endorses students’ individual creativity. On the contrary, discouraging student ideas and being too critical about novel concepts are practices that are likely to hamper creativity amongst university students. Lastly, the entrepreneurial intention (EI) can sometimes be influenced by entrepreneurship education programmes which could significantly change the entrepreneurial intentions of their participants especially amongst young people. However, some side effect is that some university entrepreneurship programmes tend to emphasize the teaching of technical skills rather than creative thinking, and this may actually discourage entrepreneurial intention. In conclusion, the four factors that affect the creativity and entrepreneurial intention amongst young people especially students would determine their individual creativity which would end up be positive or negatively related to entrepreneurial intention when opening up new ventures and start up their own businesses.
Entrepreneurial intention refers to a conscious state of mind that directs a person’s attention to fulfilling the goal of venture creation. Entrepreneurial intention in young people is dependent on the extent to which they perceive themselves as creative. The studies showed that the more young people perceive themselves as creative, the higher their entrepreneurial intention. The study was carried out at a British business school where four factors were identified affecting the entrepreneurial intentions amongst young people especially university students in developing new ventures that is creativity supported in the family (FC), creativity supported in the university (UC), individual creativity (IC) and entrepreneurial intention (EI). Firstly, the individual creativity (IC) where creativity is a broad term that has received different conceptualizations in diverse fields, such as art, music, science, education, advertising and management. Entrepreneurs, more so than non-entrepreneurs, have mental frameworks that endorse ‘thinking outside the box’ when it comes to opportunity recognition. They are able to produce a large number of ideas and often have unusual and novel ideas. They tend to apply conceptual combinations, analogical reasoning, abstraction, problem formulation and other processes in order to come up with new ideas. Next, creativity supported in the family (FC) involves low levels of authoritarianism and restrictiveness, along with an encouragement of independence, have been found to characterize families that are most likely to foster creativity in their children. They promote knowledge structures around divergent thinking, problem solving, imagination, flexibility and playfulness, and tend to equip their children with more developed creativity scripts. Besides that, creativity supported in the university (UC) factor is supported by exposing students to creative role models within the university context endorses students’ individual creativity. On the contrary, discouraging student ideas and being too critical about novel concepts are practices that are likely to hamper creativity amongst university students. Lastly, the entrepreneurial intention (EI) can sometimes be influenced by entrepreneurship education programmes which could significantly change the entrepreneurial intentions of their participants especially amongst young people. However, some side effect is that some university entrepreneurship programmes tend to emphasize the teaching of technical skills rather than creative thinking, and this may actually discourage entrepreneurial intention. In conclusion, the four factors that affect the creativity and entrepreneurial intention amongst young people especially students would determine their individual creativity which would end up be positive or negatively related to entrepreneurial intention when opening up new ventures and start up their own businesses.
Friday, 1 December 2017
www.betadergi.com/jeim/upload/files/full-issue.pdf
IDENTIFICATION OF STRUCTURAL RESTRICTING AND DRIVING FACTORS OF DEVELOPMENT OF CORPORATE ENTREPRENEURSHIP (CE): A CASE STUDY
Corporate entrepreneurship is a process, which occurs in interaction with the environment. It appears that the environment plays a profound role in influencing corporate entrepreneurship: the more dynamic, hostile and heterogeneous the environment, more emphasis the company puts on entrepreneurial activities. CE activities enhance a company’s success by promoting product and process innovations. It is brought into practice as a tool for business development, revenue growth, profitability enhancement, pioneering the development of new products and services and processes. There are a number of environmental factors present in organizations implementing corporate entrepreneurial concepts. The factors are organizational structure, physical opportunities, organizational strategy, task methodology and process, control and supervision system, research and development system, wage and salary system, financial system, human resource system, and information system. Based on the research done, in order to maintain a successful entrepreneurship corporate the organizational structure should comprise of entrepreneurial organizations that are flexible and adaptable, far from the bureaucratic and mechanistic organization. Next, the organizational strategy should link entrepreneurship to a much more strategic management that enables public sector organizations to identify new opportunities and generate new process and service innovations. Moreover, Physical opportunites include all assets, buildings, office equipments, and vehicles. Besides that, Task methodology and process should be evaluated regularly in organizational entreprenurship and managers should omit and/or merge the processes which are recognized as barriers of innovation and entreprenurship or causes dissatisfaction of customers. On top of that,for controlling rules and supervision systems;controlling rules, regulations and policies should be decreased to a minimum level and a free controlling system should be designed. Besides that, through redistribution of specilalists between sectors and creation of favorable conditions for innovative activity in organizations, the effictiveness of existing science and engineering work would be increasing and this is only aplicable by R&D system. Next factor, payments in salary system of an innovative organization are related to performance not physical presence. The wage and salary system should be flexible and consider risk,ability and creativity criteria of individuals. Anther factor, successful entrepreneurial accomplishments will inevitably affect the firms’ financial performance in the long term, barely in the short term. Another important factor is the human resources which provide a source for competitive advantage and the quality of HRM is a critical influence on the performance of firms, the strategic approach is a characteristic of HRM. Lastly, information should be easily accessible throughout the organization. The decisions made based on the information are influenced by attitude and capacity to interpret information in order to make it meaningful and useful. In conclusion, all of the ten structural factors of corporate entrepreneurship is crucial in order to maintain a competitive advantage in the industry and able to secure a long term business continuity development in the near future.
Corporate entrepreneurship is a process, which occurs in interaction with the environment. It appears that the environment plays a profound role in influencing corporate entrepreneurship: the more dynamic, hostile and heterogeneous the environment, more emphasis the company puts on entrepreneurial activities. CE activities enhance a company’s success by promoting product and process innovations. It is brought into practice as a tool for business development, revenue growth, profitability enhancement, pioneering the development of new products and services and processes. There are a number of environmental factors present in organizations implementing corporate entrepreneurial concepts. The factors are organizational structure, physical opportunities, organizational strategy, task methodology and process, control and supervision system, research and development system, wage and salary system, financial system, human resource system, and information system. Based on the research done, in order to maintain a successful entrepreneurship corporate the organizational structure should comprise of entrepreneurial organizations that are flexible and adaptable, far from the bureaucratic and mechanistic organization. Next, the organizational strategy should link entrepreneurship to a much more strategic management that enables public sector organizations to identify new opportunities and generate new process and service innovations. Moreover, Physical opportunites include all assets, buildings, office equipments, and vehicles. Besides that, Task methodology and process should be evaluated regularly in organizational entreprenurship and managers should omit and/or merge the processes which are recognized as barriers of innovation and entreprenurship or causes dissatisfaction of customers. On top of that,for controlling rules and supervision systems;controlling rules, regulations and policies should be decreased to a minimum level and a free controlling system should be designed. Besides that, through redistribution of specilalists between sectors and creation of favorable conditions for innovative activity in organizations, the effictiveness of existing science and engineering work would be increasing and this is only aplicable by R&D system. Next factor, payments in salary system of an innovative organization are related to performance not physical presence. The wage and salary system should be flexible and consider risk,ability and creativity criteria of individuals. Anther factor, successful entrepreneurial accomplishments will inevitably affect the firms’ financial performance in the long term, barely in the short term. Another important factor is the human resources which provide a source for competitive advantage and the quality of HRM is a critical influence on the performance of firms, the strategic approach is a characteristic of HRM. Lastly, information should be easily accessible throughout the organization. The decisions made based on the information are influenced by attitude and capacity to interpret information in order to make it meaningful and useful. In conclusion, all of the ten structural factors of corporate entrepreneurship is crucial in order to maintain a competitive advantage in the industry and able to secure a long term business continuity development in the near future.
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