-
Perseverance Strategies of Enterprising Individuals
August 13, 2012 Editor 0
Abstract
Purpose – To arrive at a conceptual understanding of perseverance processes in the context of enterprising behaviour. To outline readily employable perseverance strategies for situations characterized by obstacles, challenges and setbacks.
Design/methodology/approach – This paper presents a process model of perseverance, drawing on elements of control theory (Carver and Scheier 1981, 1998) and appraisal theory (Lazarus, 1966, 1999; Lazarus and Folkman, 1984).
Findings – From this model, it derives a variety of perseverance strategies within four broad categories: strategies that affect adversity itself; strategies that change the way adversity is perceived; strategies that reframe the aim that adversity has made difficult to attain; and strategies that help to increase self-regulatory strength. James Dyson’s biography provides examples for the strategies.
Research limitations/implications – A research agenda is provided.Practical implications – A broad variety of strategies are discussed help individuals to persevere in reaching their enterprising goals.
Originality/value – Although it is a widely held perception that perseverance is needed to successfully start and run a venture, the perseverance process and perseverance strategies have received little research attention.
Go to SourceRelated Posts
Perseverance strategies of enterprising individuals- Becoming entrepreneurial: gaining legitimacy in the nascent phase
Influences of gendered institutions on women’s entry into entrepreneurship
Relevance of Systems Thinking and Scientific Holism to Social Entrepreneurship
A social enterprise business model for social entrepreneurs: theoretical foundations and model development
Want to support enterprise development in developing countries? Think about the other salient factors. An investigation of Zimbabwe and Pacific Island countries
The Entrepreneurial Behaviour Inventory: A Simulated Incident Method to Assess Corporate Entrepreneurship ‘Push’ versus ‘Pull’ Entrepreneurship: an ambiguous distinction?
