Social Networks through an Entrepreneurial Mindset

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Author(s): Euler G.M. de Souza (Japan Advanced Institute of Science and Technology, Japan), Tunç D. Medeni (Japan Advanced Institute of Science and Technology, Japan)and Kun Nie (Japan Advanced Institute of Science and Technology, Japan)
Copyright: 2008
Pages: 5
Source title: Encyclopedia of Networked and Virtual Organizations
Source Author(s)/Editor(s): Goran D. Putnik (University of Minho, Portugal)and Maria Manuela Cruz-Cunha (Polytechnic Institute of Cavado and Ave, Portugal)
DOI: 10.4018/978-1-59904-885-7.ch195

Keywords: Information Science Reference / Media & Communications / Social Computing / Virtual Communities & Virtual Reality

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Abstract

The entrepreneurial mindset is crucial to build and manage social networks. Entrepreneurs have proven to be skillful social networks builders and users (Stuart & Sorenson, 2005). Nevertheless, an entrepreneurial mindset is not limited only to entrepreneurs, organizations are made of people where social networks play a very important role in order to create, maintain and develop patterns of communications among people. Analyzing the entrepreneurial personality, researchers have found many traits in successful entrepreneurs along history. According to McClelland (1986), the key to entrepreneurial success is the need for achievement, which is explained by the urgency of coming up with the new, to create and to make things happen. An important aspect to be considered is that an entrepreneur does not act alone; he or she always depends on others to go on, therefore making use of networks. Another important characteristic of an entrepreneur is the ability to take calculated risks (Hornaday, 1982), being the opposite of what many people think, the real entrepreneur will take risks, however with a very clear understanding of the situation and the risks will be moderated not high. Social competence (Baron, 2000) is higher than average when talking about entrepreneurial behavior; there is a high social perception and extreme capacity to adapt to new social situations. The flow of information and knowledge has been considered the lifeblood of many organizations, especially the ones based on the knowledge economy. Considering the emergent knowledge society, change agents are necessary to provide a dynamic equilibrium to our changing organizational environment and acting with an entrepreneurial mind will allow individuals and organizations to act proactively identifying opportunities and mobilizing resources (Stuart & Sorenson, 2005).

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