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The purpose of this paper is to find the characteristic of entrepreneurial process for the student in free enterprise (SIFE) team in China, and to provide theoretical guidance for the entrepreneurial process of SIFE student team through a new Timmons model.

Taking an entrepreneurial project of Shantou University SIFE team as example, a Timmons model was proposed describing the SIFE student team entrepreneurial process based on the famous entrepreneurial process model established by Jeffry A. Timmons. The application value of the new Timmons model was proved by case analysis.

The paper summarized the main characteristics of the entrepreneurial model for the SIFE student team as: the nature of creation free enterprises, the excellent entrepreneurship networks, and the spirit of social entrepreneurship orientation. By case study, the paper proved the practical value of the new Timmons model by analysis of the key factors such as business opportunities, resources and entrepreneurial team, and their dynamic balance process.

The new model proposed in the paper will have theoretical value to provide a direction for student entrepreneurial practice, the analysis of the characteristics of the new model will also enrich the research on entrepreneurship theory.

This paper is the first research on SIFE student entrepreneurial process in China. In the past two years, the authors observed dozens of successful worldwide SIFE students' practical projects, but few of them appeared in the literature. It is hoped that this paper can offer some constructive advice to the entrepreneurial process of the SIFE student team and enrich the theory of general entrepreneurial education.

Guided by the proposed opportunity and resource integrative entrepreneurial growth model, the purpose of this paper is to explore how different opportunity type firms grow integrally and what the laws for different opportunity integration growth modes are.

A multiple case study on six firms in information and communication technologies industry in China is conducted.

Three types of entrepreneurial opportunities exist. These are identification type opportunity, discovery type opportunity, and creation type opportunity. Entrepreneurship among the three types of entrepreneurial opportunities operates under different laws. For each type of entrepreneurial opportunity, firms need to balance the two growth modes, namely, the opportunity identification and assessment/resource allocation mode and the opportunity utilization and resource identification/acquisition mode, in order to achieve a leveraging effect.

Vertical comparison is missing.

Firms need to balance the two growth modes, namely, opportunity identification and assessment and resource allocation mode and opportunity utilization and resource identification and acquisition mode, to achieve leverage effect.

This paper integrates system theory with entrepreneurship research and proposes the opportunity and resource integrative entrepreneurial growth model. This model is helpful, both in aiding firms to follow the laws for entrepreneurial opportunities and to identify entrepreneurial opportunities. The business model plays a vital role in entrepreneurship. Firms taking advantage of the Internet of Things are more likely to gain a competitive advantage and to achieve success in their entrepreneurial activities.

This research furthers our understanding of the interaction between the fields of entrepreneurship and family business. It presents a framework that introduces the family dynamic to Timmons’ driving forces model of entrepreneurship. The framework highlights the influence of the family in the entrepreneurship process and the importance of the fit among the three driving forces and the family. It highlights the importance of, and the pivotal roles played by, outside boards of directors when entrepreneurial activities are undertaken by family businesses. Using extracts from interviews with family and non‐family executives and board members, the research employs a single case study that describes an actual series of events to provide a practical application of the theory.

We consider start-up companies that have been established for rapid growth and are active in the international market. In this study, we examine the conditions required for starting a start-up. We analyze how it is possible to add value to an idea that makes a business unique. First, we’ll show you when to talk about start-up. The starting point is that a start-up company is organized on a community basis. This much greater knowledge is coupled with high-level technological competences. In addition, there is a need for some “big idea,” innovation, which investors see as fantasy. A new niche market must be found where hundreds of thousands of customers worldwide can be served without any geographical constraints. The founder must have a high-risk appetite, and even naughtiness, because the novelty he invented will narrow the market of others and harm the interests of others. Here’s a look at the financing options for start-ups. At the end of this chapter you will find case studies on different start-ups.

Entrepreneurship.

Postgraduate and undergraduate.

The case study focussed on the dairy sector in the southern African country of Zimbabwe. It offered an analysis of the management and business development approaches DHL employed in the country’s dairy sector. The narrative detailed how DHL’s commercial performance progressively declined overtime. Several factors including operational inefficiencies, intensive competition, political, socio-economic issues and natural disasters were attributable to its decline. To mitigate DHL’s business development challenges, Antony and his top management’s reprised “restructure, expand and diversify” strategy only achieved inconsistent commercial results. The scale and size of these results unequivocally necessitated radical entrepreneurial methods to turnaround its fortunes. It was indeed a matter of entrepreneurial decisions!

The case study used secondary analysis as its main strategy for generating relevant data. The rationale for adopting the principles of secondary analysis was to take advantage of quality archived data, public and readily available information concerning DHL’s commercial performance. Setting up to undertake secondary analysis for the purpose of DHL’s narrative was less-expensive, and it was less time-consuming when compared to structured interviews and self-administered questionnaires. Hence, it was deemed appropriate for producing a narrative on a company whose archived financial reports and publicly available research information were accessible.

DHL’s narrative is relevant for students studying entrepreneurship, business management and international business at postgraduate and undergraduate levels.

The multi-dimensional constructs of entrepreneurship and strategic management provided the theoretical basis for constructing a narrative about DHL’s business activities in Zimbabwe’s dairy sector. Particularly, the entrepreneurial decision-making paradigm offered some insight, direction and guidance in analysing the strategies Antony and his top management team applied in their planning and management at DHL. Equally, strategic management theories provided useful instructions for exploring business development issues in a rapidly changing business terrain that was presented by the dairy sector in Zimbabwe.

By the end of the lesson students will have had the opportunity to identify the features of an organisation with an entrepreneurial mind set; evaluate the importance of making entrepreneurial decisions in a rapidly changing market such as the dairy industry in Zimbabwe; explore the sort of issues faced by large enterprises in establishing an entrepreneurial architecture; develop an appreciation of the importance of practicing entrepreneurial leadership in rapidly changing business conditions; analyse the importance of developing an effective strategy while considering strategic options necessary to withstand markets such as the dairy sector in Zimbabwe that are characterised with rapid changes.

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CSS 3: Entrepreneurship.

This study aims to use the Timmons model to identify the pattern of entrepreneurial activity at micro‐level in China.

The paper employs a self‐administered questionnaire survey approach, involving a sample of MBA students and general public in China.

The analysis suggests that personality characteristics, cultural environment and economic environment are external factors influencing new venture creation.

The findings of this study suggest that supportive cultural environment and economic environment is more important for MBA entrepreneurs than for general public to encourage the former to start new businesses as they bear higher entrepreneurial opportunity cost.

The paper extends the macro approach of the GEM China Report to examine entrepreneurial activity in China at micro‐level.

Business plan writing seems the panacea to gain stakeholder legitimacy and financial backing. Our chapter explores the contributions and disconnections between business plan writing and the start-up process for incubated technology entrepreneurs. The study is set in the South East Enterprise Platform Programme (SEEPP), an incubator programme for technology graduate entrepreneurs in the South East of Ireland. Using a purposive sample of technology entrepreneurs in start-up mode, we took a qualitative approach consisting of content analysis of 40 business plans and in-depth interviews with 25 technology entrepreneurs. Our research found that writing a detailed business plan constrains the technology entrepreneur’s natural penchant for action, compelling them to focus on business plan writing rather than enactment. Technology entrepreneurs favour a market-led rather than funding-led operational level document to plan, and learn from, near-term activities using milestones.

Entrepreneurship in most cases can provide new products and services to the market and play an active role in an industry. Nowadays, colleges entrepreneurship education is becoming more of a “business incubator” for future entrepreneurship. This paper reviews the relative literature with entrepreneurship education in China and USA's colleges, aims to identify Chinese colleges' issues, then develops suggestions of Chinese colleges' entrepreneurship education and illustrated its future trends.

It revealed the theoretical framework of American main entrepreneurship education modes, analyzing three representative entrepreneurship modes in American colleges, its spirit, capability of innovation, entrepreneurship ability contribute to the basic frame of entrepreneurship education in American colleges, then by comparative research between American and Chinese colleges.

This paper is based on discussing the differences between US and Chinese colleges with entrepreneurship education as well as the enlightenment. Meanwhile, it was pointed out the disadvantages relating to our colleges' entrepreneurship education and its future trends.

By introducing the entrepreneurship modes of US colleges and analyzing the modes together with Chinese colleges entrepreneurship education, it draws out the conclusion to carry out practical activities and establish a good entrepreneurship environment, to strengthen teacher training in entrepreneurship education and entrepreneurial consultant team building and to deploy entrepreneurship research.

The purpose of this research is to introduce a theory for social entrepreneurship based on integrating the entrepreneurship literature with a global empirical research carried out on social entrepreneurs using grounded theory. Theoretical contributions and insights from the social entrepreneurship literature are integrated into the research.

This research is an exploratory inductive qualitative research based on the grounded theory methodology developed by Glaser and Strauss, and procedures developed by Strauss and Corbin with a constructivist stance.

The behavioral theory of social entrepreneurship studies the contextual factors that lead to social venture creation, the underlying organization dynamics and structures, and how these typologies measure social impact, mobilize resources, and bring about sustainable social change.

The result of the research is a behavioral theory for social entrepreneurship, which introduces new organizational typologies that create, measure, and sustain social change. Studying the underlying motivations and conditions upon which social enterprises evolve will help in extending the research on management of social outcomes and impacts. As the focus of the different typologies of social enterprises is to produce measurable social impact, researching these types of social organizations will advance research in social sciences.

Studying the phenomena of social entrepreneurship and explaining the social enterprises' unique behaviors, characteristics, and typologies will advance research for creating sustainable public wealth rather than just focusing on private wealth and business performance. While Schumpeter's entrepreneurship theory led the literature on economic growth, social entrepreneurship theory might be a factor for social development through economically sustainable and viable models.

This research will help in studying the role of social entrepreneurs in creating new social institutions and structures, promoting social movements, and mobilizing resources to create sustainable social impact.

This research is an attempt to contribute to the social entrepreneurship literature by providing new insights about social entrepreneurship behavior. The result of the research is a behavioral theory for social entrepreneurship, which introduces new organizational typologies that create, measure, and sustain social change.