The Entrepreneurial Mind-Set in Individuals Flashcards

1
Q

Refers to the unique way entrepreneurs mentally
process information that helps them identify and invent
new services, and to assemble the necessary resources
to start and grow a business.

A

Entrepreneurial Cognition

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

3 parts of entrepreneurship cognition

A

-cognitive adaptability
-metacognition
-metacognitive strategies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

The knowledge structures that people use to make
assessments, judgements, or decisions involving
opportunities evaluation, venture creation, and growth.

A

Entrepreneurial Cognition

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Strategies that help the entrepreneur examine their
cognitive processes that have led to them to the
decisions they made.

A

Metacognitive Strategies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Awareness or analysis of one’s own learning or
thinking process

A

Metacognition

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

The ability to be dynamic, flexible, and self-regulating
in one’s cognition given dynamic and uncertain
environments.

A

Cognitive Adaptability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

characteristics associated with the Entrepreneurial Mind-set (12)

A

-Determination &
Perseverance
-Drive To Achieve
-opportunity orientation
-seeking feedback
-persistent problem solving
- Internal locus of Control
- Tolerance for Ambiguity
-Calculated risk taking
- Creativity and Innovation
- Vision
-Passion
-Team building

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q
  • Entrepreneurs are constantly aware of
    opportunities that exist in everyday life.
A

Opportunity
Orientation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

______ that are created to pursue new and unique opportunities often fail due to ____ environment within which they develop

A

entrepreneurial ventures

uncertain

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q
  • Entrepreneurs are not intimidated by difficult
    situations.
A

Persistent
Problem Solving

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Most successful entrepreneurs have
highly qualified, well-motivated teams
that help them handle the venture’s
growth and development.

A

Team Building

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

They set high but attainable goals and
have the ability to focus their energies,
selectively sort out opportunities, when to say “no”, and define their priorities as well as measures to know how well they are performing.

A

Opportunity
Orientation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

entrepreneurs use failure as a _____-; hence, they have a tolerance for failure

A

learning process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

However, the learning is not automatic and
instantaneous.
_______ generated by failure can interfere with the learning process

A

Emotions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

is a negative
emotional response to the loss of something
important triggering
behavioural,
psychological, and
physiological
symptoms

A

Grief

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q
  • To them, impossible just takes a little longer to achieve.
A

Persistent
Problem Solving

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Focusing on the failure may
only escalate the grief.

A

LOSS Orientation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Avoiding negative emotions is unlikely
to be successful in the long run

A

RESTORATION Orientation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Simple problems bore them; but they couldn’t care
less about unsolvable ones.

A

Persistent
Problem Solving

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Gains the benefit of both orientations
and minimizes the cons of each.

A

DUAL PROCESS Model

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Experienced until goal is achieved and unachieved

A

Stress

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q
  • Although they are extremely persistent, they are
    realistic in recognizing what they can and cannot do and where they can get help to solve difficult but
    unavoidable tasks
A

Persistent
Problem Solving

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Risks that
entrepreneurs
face

A

Financial Risk
Career Risk
Family & Social Risk
Psychological Risk

19
Q

Independence
Wealth
Work Satisfaction

A

Common Entrepreneurial Goals

20
UNDER Independence Wealth Work Satisfaction there are 3 parts
Abilities Personality Resources
21
Talent, Skills, Education, Competence
Abilities
22
Sources of Stress for Entrepreneurs
Loneliness Immersion in Business People Problems Need to Achieve
23
Type A Type B Coping
Personality
24
Coping with stress
-networking - finding satisfaction outside the company -delegate -exercising rigorously
25
Physical Financial Environmental
Resources
25
Has challenged philosophers for centuries to determine what exactly is right or wrong
Ethics
26
From the Greek word ethos meaning custom or mode of conduct
Ethics
27
Definitions are not the problem, the implementation is.
Ethics
27
Provides the basic parameters for conducting any activity in an acceptable manner
Ethics
28
Represents a behavioural code that explains what is good and bad
Ethics
29
There is no single universal formula for solving ethical problems.
Ethics
30
Entrepreneurs must realize the powerful impact that ___and_____ conduct have on creating a successful venture.
integrity and ethical
31
Major reasons for the continual conflict in ethical decision making
Enterprises are confronted by many interests, both inside and outside the organization — employees, stockholders, customers, managers, government, etc. Society is undergoing dramatic change — values, mores, societal norms are changing.
32
Rationalizations managers use to _____
justify questionable conduct
32
Age old dilemma that is the root of ethical conflict
Ethics and the Law
33
Legality provides societal standards but not definitive answers to ethical questions.
Ethics and the Law
34
The law provides the boundaries for what is illegal (even though the law is subject to constant interpretation), it does not supply answers for ethical considerations.
Ethics and the Law
34
Believing that the activity is not really illegal or immoral
justify questionable conduct
35
Believing that it is in the individual’s or the corporation’s best interest
Rationalizations managers use to justify questionable conduct
36
types of morally questionable acts
Against the Firm: Non-Role Role Failure Role For the Firm: Distortion Role Assertion
37
Redefining social norms in e-commerce
Ethical Dilemmas in E-Commerce
37
Believing that it will never be found out
Rationalizations managers use to justify questionable conduct
38
Believing that because it helps the company, the company will condone it
Rationalizations managers use to justify questionable conduct
39
Ethical decisions often have a ripple effect, where the consequences can be felt by others outside the organization
Why business decisions are ethically complex
40
Trustworthiness of online services and business
Ethical Dilemmas in E-Commerce
41
Business decisions that involve ethical questions have multiple alternatives
Why business decisions are ethically complex
42
Ethical business decisions often have mixed outcomes — benefits and costs
Why business decisions are ethically complex
42
Consumer reviews
Ethical Dilemmas in E-Commerce
43
Ethical policies to remain reputable
Ethical Dilemmas in E-Commerce
43
Most business decisions have uncertain ethical consequences — a decision is never without ethical risk
Why business decisions are ethically complex
44
Strategies in achieving an ETHICAL VENTURE
- Ethical Consciousness - Ethical Process and Structure - Institutionalization -Ethical codes of conduc
44
Most ethical business decisions have personal implications
Why business decisions are ethically complex