Jens Clausen Umsteuern oder Neugründen?

Entrepreneurship
folgt zusammen: “An independent, active, uncompassionate, change oriented and
danger seeking risk taker is portrayed. Do the opposite and envision a dependent,
passive, compassionate, cautious risk avoider who seeks protection, love and advice.
Who is the man and who is the woman?” (Jonson Ahl 2001). Ein gutes
Beispiel für die Männern und Frauen in der Entrepreneurshipforschung
zugeschriebenen Unterschiede fand Jonson Ahl bei Chaganti (1986). Schon die
Benennung der beiden Modelle kennzeichnet das weibliche Modell als nicht
erfolgreich.
Tab. 3.1: Two models of strategic management in women-owned enterprises
Model 1: The Feminine Entrepreneur Model 2: The Successful Entrepreneur
1. Shared Values for business:
Modest goals on profits.
Primary interest is personal satisfaction
Prefers to remain small
2. Strategies for business:
Marketing: sells only products which needs
personalized service; enters and remains in
small, local market niches.
Finance: enters low-capital businesses;
always able to invest only limited capital.
3. Structures and Systems:
Structure would remain informal, decentralized
and small.
Motivation systems would depend on personalized
and non-monetary rewards.
4. Staff and Skills
Staff size would remain small, would not hire
trained personnel or use expert advice.
Prefers to hire female employees.
Firm remains weak in management particularly
in finance and planning.
5. Styles of Leadership
Friendly, personalized team-oriented and
informal style. Firm stays small to ensure
staff
satisfaction.
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1. Shared Values for business:
Aggressive goals for profit.
Interest in continuing growth
Interest in profit greater than interest in
personal satisfaction
2. Strategies for business:
Marketing: markets diverse products; niche
approach is used initially, but seeks large
markets with growth.
Finance: relies on equity in the beginning,
but borrows extensively with growth.
3. Structures and Systems:
Structure would be informal but centralized
initially, but more formal as firm expands.
Motivation systems use both monetary and
non-monetary rewards, but stresses monetary
rewards.
Operations control is weak at first, but
systematic procedures are introduced with
growth.
4. Staff and Skills
Staff size grows with business, would hire
trained staff as firm expands.
Hires mostly men for reasons of expertise
and experience.
Firm is initially weak in management skills,
but acquires them with growth, beginning
with finance and planning.
5. Styles of Leadership
Style is personal and informal but autocratic
in the beginning. Grows more professional
zed and delegative with expansion.
Entrepreneur is bold, decisive and result-