The government focuses on promoting start-ups, fostering ventures, and creating an ecosystem of start-ups through the formation of a strong growth environment for small businesses. This study provides academic and practical implications about ways of improving our business incubator’s support service across stages of growth through IPA. To this end, an Importance-Performance Analysis (IPA) was conducted to analyze relationship and differences in importance and satisfaction of business incubator’s support service support at business incubation center. These results present to provide the following academic and practical implications. The academic implications are the need for differences in support services for each phase of start-up growth. As factors that could increase the likelihood of successful start-up were identified in each phase of the start-up growth, important information needed for policy and strategy was provided. As a practical suggestion, the managers and expert groups are presented with sections to be opened for each start-up growth stage, minimum effort input, and areas to be maintained continuously. A systematic support plan is established and a foundation is provided for improvement measures in efficient start-up business incubator’s support service.

Background: Junior colleges have been establishing plans for the development of start-up education for students and have been providing various educational programs to support students’ start-up businesses. Objectives: The effects of entrepreneurship and entrepreneurial self-efficacy on the start-up intention of college physical therapy students were analyzed. Design: Questionnaire design. Methods: Surveys on entrepreneurship, entrepreneurial self-efficacy, and start-up intention were conducted with 269 college physical therapy students, and the levels of individual measurement variables, correlations, and variables affecting start-up intention were analyzed. Results: College physical therapy students showed differences in start-up intention between genders, and male students tended to have a higher startup intention (P<.001) than female students. The correlations among the major variables were analyzed. According to the results, all sub-factors of start-up intention had significant positive correlations with all sub-factors of entrepreneurship and entrepreneurial self-efficacy (P<.05). In addition, multiple regression analysis was conducted to identify factors affecting start-up intention. Start-up education was shown to have no direct effect on start-up intention. Innovation (β=.238, P=.000), risk sensitivity (β=.228, P=.000), and initiative (β=.220, P=.001), which are sub-factors of entrepreneurship, were shown to have effects on start-up intention. Self-regulated efficacy (β=-.193, P=.039) and task challenge (β=.210, P=.004), which are sub-factors of entrepreneurial self-efficacy, were found to have effects on start-up intention. Conclusions: To boost the start-up intention of college physical therapy students and induce their start-ups, customized start-up education that considers entrepreneurship level and gender is necessary.

본 연구는 혁신 생태계 조성을 통한 경제성장 뿐만 아니라 자기고용을 통한 실업해소, 성장 단계별 적절한 인재 채용을 통한 고용창출 등 작금에 우리가 직 면한 사회·경제적 문제를 해결하기 위한 수단으로 창업이 매력적인 대안이 될 수 있음을 전제하였다. 나아가, 이와 같은 전제를 바탕으로 실질창업 활성화에서 중요한 것은 기회인식임을 제안하였고 기회인식에 영향을 미치는 변수들을 규명 하였다. 구체적으로, 기업가정신이 기회발견행동 및 창업기회인식에 미치는 영향 과 기회발견행동이 창업기회인식에 미치는 영향을 구조방정식 모델을 통해 실증 하였다. 또한 기업가정신과 창업기회인식의 관계에서 기회발견행동의 매개효과를 실증하였다. 연구결과 첫째, 기업가정신은 창업기회인식은 물론 기회발견행동을 구성하는 4개의 하위변수에 모두 통계적으로 매우 유의미한 영향을 미치는 것으 로 나타났다. 둘째, 기회발견행동의 하위 변수 중 관찰과 아이디어 네트워킹은 창업기회인식에 통계적으로 유의미한 영향을 미치는 것으로 나타났다. 셋째, 기 업가정신이 창업기회인식에 미치는 영향에서 아이디어 네트워킹의 매개효과가 검증되었다. 본 연구는 이상의 실증분석 결과를 바탕으로 기업가정신 및 창업교 육 혁신을 중심으로 이론적·실무적 시사점을 제안하였음에 의의가 있다.

Research in entrepreneurial marketing (EM) has put considerable effort into identifying various factors associated with entrepreneurial success, including skills and competences of prospective entrepreneurs. At the same time, little consensus exists regarding the relative importance of particular marketing skills. Moreover, the literature to date does not outline any essential marketing-related competencies needed for nascent entrepreneurs. Our study looks to identify specific marketing competencies relevant to entrepreneurial context. A three-stage mixed-methodology approach to data collection is deployed. Qualitative documentary analysis and exploratory interviews provide preliminary findings and guide the design of a subsequent quantitative survey of UK entrepreneurs, resulting in insights into the most beneficial marketing competencies for entrepreneurship. Further, these insights are used to equip educators with improved practice of developing marketing practice for future entrepreneurs. This research is expected to advance the understanding of nascent entrepreneurship research, practice and pedagogy within EM field.

In this study, in order to confirm the relationship between technical innovation competence and corporate performance, the effect of technical innovation competence of small and medium-sized manufacturing companies on corporate performance was identified, and entrepreneurship, which plays a role as a driving force in triggering technical innovation competence, was analyzed to determine whether there is a mediating effect between them. To conduct the research, first, the research model was established by examining previous studies on technical innovation competence, entrepreneurship, and corporate performance. Second, an on-line and offline survey was conducted for employees in companies after constructing a questionnaire that can verify the hypothesis suitable for the research model. Third, the hypothesis was verified by performing validity and reliability analysis, correlation analysis, and regression analysis using a statistical program. Results of this study, first, it was found that R&D competence and technology innovation system, which are elements of technical innovation competence, had a significant effect on financial performance, and technology innovation system and technology accumulation capacity, had a significant effect on non-financial performance. Second, it was analyzed that entrepreneurship has a mediating effect in both R&D capability, technological innovation system and technology accumulation capability, which are elements of technical innovation capability, and financial and non-financial performance, elements of corporate performance.

한국 철강산업은 어떻게 해서 세계적인 경쟁력을 갖게 되었는가? ‘청암의 탁월한 기업가정신 때문이다‘라고 본 고는 답하고 있다. 기업가정신의 핵심은 혁신이고 혁신적인 경영활동에 의해 기업과 산업의 국제경쟁력이 제고되 기 때문이다. 청암 박태준은 기업가정신을 발휘하여 소명의식을 지닌 임직원을 만들고 경영과 조직을 혁신하여 기업경영 조 건을 향상시키고, 일본정부와 철강산업의 협력을 이끌어내어 요소조건과 관련산업조건을 개선하고, 수출시장을 개척하여 수요조건을 개선하는 등의 혁신을 바탕으로 건설공기와 조업기간 단축 등과 같이 생산성을 향상시킴으 로써 한국 철강산업의 국제경쟁력을 제고시켰다. 즉, 포스코를 창업하고 25년 동안 경영하였던 청암의 기업가정 신으로 인해 한국 철강산업은 세계적인 경쟁력을 확보하게 되었던 것이다. 포스코와 한국 철강산업의 성공요인을 설명하는 기존의 논문과는 다른 차원에서 애국심보다는 기업가정신이 국 가경쟁우위 4개 요인을 개선 및 혁신하였기에 한국 철강산업의 국제경쟁력이 제고되었다는 것이다.

In the past, manufacturing-oriented industries focused on improving labor productivity to achieve economic growth. Korea is changing from a labor-intensive industry to a technology-intensive industry in order to occupy a competitive edge compared to other countries. Recently, a lot of investment has been made not only in technology-intensive industries but also in information industries. Therefore, it is developing in various forms such as special technology, platform industry, and virtual reality as a technology-intensive industry and information industry field. In this social phenomenon, the necessity of starting a business using new ideas and technologies is increasing. Therefore, universities also need entrepreneurship education for their students, and it is necessary to investigate how the contents of the university's start-up education support, individual achievement needs, and the degree of acquisition of start-up knowledge affect the establishment of business strategies necessary for start-ups.

이 논문은 정부의 스타트업지원에 대한 대규모 투자지원 정책이 해외 벤처캐피탈의 투자를 활성화하는지(trigger), 아니면 구축하는지(crowd-out)를 중국의 대중창업 만중혁신 캠페인의 맥락을 통해 연구한다. 벤처 투자 및 창업 생태계의 역사가 얼마 되지 않아 민간 투자자가 선뜻 투자를 시도하기 어려운 초창기 단계에서는, 정부의 이른바 뉴딜과 같은 대규모 지원이 마중물로 작용할 수 있다. 그러나, 스타트업의 투자가치에 대한 신중한 고려없이 무 작정 큰 금액을 전망이 낮은 스타트업에 무분별로 살포하는 방식은 자칫 투자타당성조사를 토대로 협상을 통해 투자를 결정하려는 민간 벤처투자자의 시도를 무력화함으로써, 합리적인 민간 투자자로부터의 투자를 감소시킬 위험이 있다. 2008년부터 2018년에 이르기까지 중국의 35개 지역에서 일어난 벤처투자의 동향을 분석한 결과, 2015년 정부의 대대적인 지원 정책 이후 국내투자자의 투자 증가폭은 해외 투자로부터의 투자 증가폭을 크게 상 회하며, 정책실시 이후 국내 투자가 크게 증가한 지역일수록, 해외 투자의 증가폭이 감소하는 구축효과(crowdout effect)가 나타난다. 해외투자자의 중국에서의 투자 이탈 현상은 중국 내에서도 비교적 자본주의 시장 제도 가 잘 구축되어 있던 지역에서 더 크게 관측되는 것으로 나타났다. 본 연구 결과는 정부의 대규모 벤처투자지원 정책에는 장점 만큼이나 정부실패의 위험 또한 존재하므로 각 지역별 혹은 산업별로 창업생태계의 조성단계와 산업별 특성을 고려하지 않은 소위 One-size-fits-all의 천편일률적인 정책에 한계가 존재할 수 있음을 시사한다.

이 연구는 국가경쟁력을 향상시키는 조건으로서 기술창업의 역할에 대해 분석 한다. 기업가의 지식확산이론(Knowledge Spillover Theory of Entrepreneurship)을 기반으로, 국가 내 기술기반 창업의 비중이 국가경쟁력을 높이는 데 어떠한 영향을 주는지 분석한다. 또한 국가경제개발 단계 측면에서 혁신주도형경제(Innovation-driven economy)에 해당 되는 경우 국가경쟁력에 미치는 기술창업의 영향력이 어떻게 조절되는지 살펴본다. 2011년 부터 2014년까지 83개 국가의 기술창업, 국가경쟁력지수, 경제개발단계 등의 데이터를 기반으로 분석한 결과, 국가 내 기술창업비율은 국가경쟁력과 U자형 관계를 가진다는 점을 확인 했다. 또한 국가 발전단계 상혁신주도형경제에 해당되는 국가의 경우 이 관계는 강화되는 방향으로 조절되는 점을 확인했다. 이 연구는 기술 기반의 창업 비율이 증가할수록 국가경쟁력에 무조건 긍정적 영향을 미치지 않으며 상황과 조건이 잘 맞아야 함을 강조한다.

중국 기업들은 개혁 개방이후 40년이 지난 지금까지 중국경제의 고속 성장에 큰 역할을 해오고 있다. 하지만 갈수록 치열해지는 글로벌 시장 경제 경쟁 속에서 중국 기업들이 생존하고 도약하려면 기업가들의 성장 과 기업정신이 절박한 실정이다. 기업가 정신이란 기업의 조직, 설립, 경영과 관리 과정에서 나타나는 기업가의 가치 취향, 도덕 이념, 사고방식, 문화적 소양 등을 말한다. 또한 기업가의 문화적 자질이며, 기업가의 영혼이라고 할 수 있다. 더욱 중요한 것은 기업가 정신은 중요한 기업의 무형 생산요소와 문화 자본이라는 점이다. 기업가 정신은 경제, 정치, 문 화를 떠나서 독립적으로 구축하고 발전할 수 없다. 특히, 중국의 유교사상은 중국 전통문화 중 가장 중요한 축으로 국민의 관념, 사고방식, 행 위, 심리 등에 깊은 영향을 미친다. 유교사상은 중국 국민들의 품격을 형성하는 동시에 중국 기업과 기업가의 중요한 사상을 만드는 문화자산 이기도 하다. 따라서 중국 특색의 기업가 정신을 형성하는 과정에서 반드시 중국 전통문화를 수용해야 하며, 유교사상이 기업가 정신 형성에 충분한 역할을 발휘한다면 기업의 발전에 도움이 될 것이다. 본 연구는 유교사상의 문화배경과 이론 연원을 기반으로 유교사상의 정수와 기업가 정신 구축 간의 관계를 깊이 있게 분석하였다. 그리고 유교사상과 기업가 정신의 융합과 충돌에서 중국 특색기업가 정신 구축에 대한 효과적인 경로를 찾아내어 제시하였다.

The purpose of this research was to test the effects of entrepreneurship and technological innovation capability on new product performance in SMEs and the moderating role of absorption capability. For this study, Research data were collected through questionnaire instruments from the sample of 374 employees in 18 SMEs of metropolitan area. The 336 sample was selected and analyzed by hierarchical regression technique. The results showed that entrepreneurship and technological innovation capability had a positive effect on new product performance. And also found out absorption capability had the moderate roles between all the three factors of technological innovation capability factors and new product performance, but not between all the three factors of entrepreneurship and new product performance. With the research results, the implications for technical management of SMEs were discussed, and the directions for future research were suggested.

본 연구의 목적은 국제기업가정신의 속성을 글로벌 차원에서 도출하고 국제화 기회를 유형화하여, 국제기업가 정신과 기회의 적합성을 제안하기 위한 것이다. 따라서 첫째, SSCI급 경영 전문 국제학술지 일곱 종에 2000~2015 년 사이에 게재된 연구 논문을 탐색하고, 기업가의 국제경영 활동을 반영하여 국제기업가정신의 8개 속성을 도출 하였다. 둘째, 국제화 동기를 주제어로 하는 연구를 분석하여 자원을 탐색하거나 활용하는 경제 행위에 따라 4개의 국제화 기회 유형으로 분류하고 그 특성을 정의하였다. 셋째, 이를 바탕으로 개념적 모델을 개발하여 국제기업가 정신과 기회의 적합성을 밝히고 국제기업가정신, 국제화 기회, 그리고 국제화 성과와의 영향 관계에 대해 명제를 제시하였다. 이상의 분석을 통해, 국제화 기회가 발생했을 때 이를 인지하고 분석․대응하기 위하여 어떠한 국제 기업가정신이 필요한지 적합성이 밝혀진다면 기업의 국제화 성과에 이론적․실무적 시사점을 줄 것으로 기대한다.

The restaurant industry is more engaged in innovation now. Many entrepreneurs realized that the restaurant sector faces major challenging market environments: changing needs of customers, high competition, low barriers to entry, high labor costs, and innovation technology. The market orientation drives business learning about customers. Engaged customers can assist firms to improve performance by getting involved with the firm’s product innovation. Innovation could help restaurants to improve the products and service quality, cut costs, increase sales and profits; it is the basic condition for the survival of restaurant entrepreneurs. However, studies about how the innovation affects restaurant performance were still limited to describe the overview of products innovation process (Ivkov et al., 2016). Resource-based theory takes the internal resources and capabilities of a firm as valuable sources of competitive advantage. How to combine internal resources and quickly respond to market needs to create performance of innovation entrepreneurship that still unclear and worth exploring in depth discussion. Based on the above, This study personal interview with twelve restaurant entrepreneur, government experts and scholars reveal how absorptive capacity could strengthen the link between positional advantage and innovation for entrepreneurship restaurants with the influence of customer engagement. The positional advantages can make enterprise differentiate with their competitors, that including entrepreneurial orientation, human capital and market orientation (Jogaratnam,2017). The experts believe that innovation entrepreneurs need to adopt an open mind, seek new opportunities in the catering market, acquire or develop new technologies and launching new products / services in the market, using high returns and high risk strategies in search of success in market. Training and educating team members are effective way to improve their innovation entrepreneurship.

With the development of artificial intelligence, large data and cloud computing technologies, the global trend of industrie 4.0 is coming. The key factor is IT convergence of software and hardware. From large corporations to small and medium-sized enterprises, IT companies must realize internationalization as a survival strategy effectively in the global market-based economy (Wilden & Gudergan, 2015). Recently, dynamic capability is the ultimate source of competitive advantage. Dynamic capability is the ability to integrate, relocate, and form new capabilities of an organization's resources to adapt to changing environments (Barreto, 2010; Fallon-Byrne & Harney, 2017; Teece, 2012). On the other hand, entrepreneurship is closely related to various factors such as dynamic adaptation of company, adaptation, response, and innovation to changing environments (Arend, 2013). From this viewpoint, the aim of this paper is to examine the effect of entrepreneurship on firm's dynamic capabilities and the impact of dynamic capability on business performance (Etemad, 2004; Laukkanen, Nagy et al. 2013). In addition, we explore whether the effects vary across company type, namely those of soft and hardware companies. In this model, dynamic capabilities consist of three sub-dimensions; opportunity exploration capability (DC_O), resource acquisition capability (DC_A), and resource reconfiguration capability (DC_R) (Barreto, 2010; Knight, 2000; Teece, 2007). Also, business performance is divided into financial (FP) and non-financial performance (NFP). Incorporating entrepreneurship and dynamic capabilities in the same model, the findings of this study will contribute to give a more comprehensive view by showing the entrepreneurship and dynamic capabilities mays explain business performance. For this purpose, this study examines the structural relationship between entrepreneurship, dynamic capability, and business performance and the moderating role of company type. The data were collected from 209 CEOs of soft and hardware SMEs and analyzed with SPSS 21.0 / WIN and SmartPLS 3.0 statistical package. Based on previous studies, we propose following hypotheses. H1: Entrepreneurship has a positive effect on dynamic capabilities. H1-1: Entrepreneurship has a positive effect on opportunity exploration capability (DC_O) of dynamic capabilities. H1-2: Entrepreneurship has a positive effect on resource acquisition capability (DC_A) of dynamic capabilities. H1-3: Entrepreneurship has a positive effect on resource reconfiguration capability (DC_R) of dynamic capabilities. H2: Dynamic capabilities have a positive effect on business performance. H2-1: Dynamic capabilities have positive effects on financial performance. H2-2: Dynamic capabilities have positive effects on non-financial performance. Figure 1 displays the results of analysis of structural equation modeling (SEM). The findings and summaries are as follows. First, entrepreneurship has a positive effect on DC_O, DC_A, and DC_R. DC_O has a positive effect on NFP, but does not on FP. Second, DC_A has a positive effect on both FP and NFP(Arend, 2014; Wang and Ahmed 2007). Third, the moderating test shows that the relationships between entrepreneurship and dynamic capabilities, and DC_R and FP and NFP are significantly different between across soft and hardware SMEs. This study proposed and examined the entrepreneurship – dynamic capability – business performance framework in SMEs IT context. The findings of this study reveal that entrepreneurship contributes to enhance dynamic capabilities, and in turn increase financial and non-financial performance (Soriano& Dobon, 2009). More importantly, this study integrates entrepreneurship theory and resource-based view and shows that venture firm’s business performance will be maximized when CEOs have a high entrepreneurship and build dynamic capabilities. The findings also shows that in particular, it is very noteworthy that non-financial performance is enhanced by dynamic capabilities. In summary, this study shows that SMEs' entrepreneurship and dynamic capabilities can increase the business performance of companies as the IT industry is fiercely competing with domestic companies as well as international companies (Amazon, IBM, etc.).

The paper is depicting an initiative created by a creative industries entrepreneur in Bandung, Indonesia, to enable local talents in order to be sustainable. It is one example of how the government, business practitioners and academics are able to collaborate in producing the way forward for a city.

Introduction Environmental problems, especially waste problem are the responsibility of the state, first of all. But in the developed countries the flexibility of the utilization system is attached to small recycling firms – ecological entrepreneurs (ecopreneurs). At the present time, a typical situation in the sphere of waste management in Russia can be characterized by total absence or minimum organization of waste selective collection (less than 5%) and almost total absence of recycling companies (Korshenko et al., 2015). Recycling companies themselves have to create a raw material market and a sales market using innovative business models. Although the literature on the entrepreneurship states that there are good openings for the entrepreneurs due to the transformation to the “green” business, ecopreneurial practices are considered to be under-investigated. The most part of the literature is focused on the identification of well-established entrepreneurs but the topic of business models received little attention. This paper investigates the characteristics of ecological entrepreneurship business models in the recycling industry in Russia. Theoretical Development The relationship between entrepreneurship and sustainable development has been addressed by various streams of thought and literature such as social entrepreneurship, sustainable entrepreneurship, ecological entrepreneurship and institutional entrepreneurship (Schaltegger & Wagner, 2011). Schaper (2010) has argued that adopting a sustainable business framework may create new opportunities for entrepreneurs, including the reconfiguration of existing business models. So far, the literature on business models for sustainable entrepreneurship has received little attention (Jolink & Niesten, 2015). It need to be answered the following basic questions that shape the business model (Morris et al., 2005). (a) How and for whom will the firm create value? (b) What is the firm’s internal source of advantage and how will this provide the basis for its external positioning? (c) How will the firm make money, and how does this relate to the firm’s scope and size and time ambitions? Jolink and Niesten (2015) have opted for those ecopreneurs that operate in the processing and retail of organic food and beverages (eco-products) in the Netherlands. They define the ecopreneurial business model and specify four varieties of this business model, which consist of different combinations of environmental scope and a focus on the mass market and profitability. Jolink and Niesten (2015) assumed that the distinguishing factor of the ecopreneurial business model is that it transforms disvalue into value, thereby creating greater customer value for environmentally concerned consumers. But in the literature, ecological entrepreneurship is understood as a wide kind of goods and services: from the development and sale of resource and energy-saving technologies, recycling, to ecotourism, the production of organic food and other products and eco-restaurants. It can be assumed that the business models, and the mechanism of transformation of negative consumer value may differ depending on the sector in which ecopreneurship is carried out. Recycling is a very specific industry, since waste itself is the source of the consumer disvalue. Given all of the above, our research question sounds like: What are the features of business models of recycling firms? Research Design Considering the research question, stage of the development of the theory of ecopreneurship, and importance of the context, we assume that case methodology are more suitable for this research. The unit of analysis – business model. Population was specific. That is Companies engaged in wastes recycling in the Primorye Territory, Russia. The sample is theoretical (nonrandom), includes the cases of two companies. Data sources include interview, documents, open sources. The interviews were subsequently coded in order to facilitate comparisons and to find a pattern or structure in the data. The data were triangulated by a variety of means according methodology of case study. Result and Conclusion The resulting business model descriptions show how business is done by the ecopreneur, and how, and for whom, the firms create value (Zott & Amit, 2007). The companies cases show that in the ecological entrepreneurship value creation can be related to what the consumer value as well as to what they don’t value. The wastes themselves are the source of the consumers disvalue. But in the case of wastes recycling the customers experiencing the disvalue and receiving the value transformed from it are quite different consumers. Abilities for solving the clients’ ecological issues due to the entrepreneurial thinking and social ideology developed as a result of the ecopreneurial practice (Jolink & Niesten, 2015) are the internal source of a firm advantages and the basis for the external positioning (Morris et al., 2005) of the recycling companies. According to Jolink and Niesten (2015) classification of business models of ecopreneurship, business models of companies combine the features of an income model and a subsistence model. So, we have drawn the following conclusions. The academic field of ecological entrepreneurship is only just developing. By combining the literature on ecological entrepreneurship with the empirical research on business models, we explore the mechanisms of value creation by green businesses, and make several contributions to the literature. First, we studied entrepreneurial practices in a specific and little explored form of ecopreneurship – in the recycling. Second, building on Jolink and Niestens’ (2015) schematic representation of replacing consumer disvalue by consumer value, we developed scheme of process of transformation of consumer value by the recycling companies. Thus, this study contributes to the conceptualization of the theory of ecological entrepreneurship.

Introduction Due to fierce competition in the marketplace, globalization and an explosion of technology in recent years, innovation and differentiation are considered as a necessity for every company (Tajeddini & Trueman, 2008a). At the same time, to achieve market success and sustain a competitive advantage, businesses need to exploit new opportunities, develop new products and/or services and markets (Berthon, McHulbert, & Pitt, 2004) as well as place customer orientation at the heart of the firm’s competitiveness (Deshpande, Farley, & Webster, 1993). Hospitality entrepreneurship is a pivotal factor in the development and growth of many national economies (Hospitality Standards Institute, 2012), and in Taiwan, a significant proportion of hospitality businesses are small owner-operated outlets (). Therefore, understanding the nature of, and challenges faced by hospitality entrepreneurs is an important issue for researchers, as well as current and future entrepreneurs, financial institutions, local authorities, and government. This article reports on an exploratory study of qualitative data collected through open-ended questions, understanding of the many factors influencing entrepreneurs to start their businesses. Literature As noted by Middleton (2001), small businesses form a seedbed for the entrepreneurial and enterprise culture on which much of the profit and employment prospects of big businesses ultimately depend. This observation clearly indicates the difference between small business owners and entrepreneurs. But although support for this viewpoint in the literature is universal, some researchers do not draw such a fine line between the two terms when discussing related issues; also, studies of small business firms are usually found in the entrepreneurship literature, where sometimes the two terms are used interchangeably. The existing entrepreneurship literature shows that several critical factors influence the birth and growth of start-up firms. These factors include both macro-level environmental and micro-level, or personal level, forces. Studies focusing on the former often examine the influence of politics, culture, society, economics, competition, and demographics on a person’s decision to start or grow a new business in a specific setting; this in turn can take place at different levels, such as the company, city, region, or nation (Jogartnam, 2002; Ramos-Rodriguez et al., 2012). Studies on the latter investigate the influence of personal characteristics, such as subculture, social factors (e.g., role, status, reference group), personal factors (e.g., age, gender, education, life cycle, personality, self-perception, lifestyles, values), and psychological factors (e.g., motives, beliefs, attitudes, perceptions, learning, risk-taking propensity, etc. (Littunen, 2000; Ramos-Rodriguez et al., 2012). This study adopted Chen and Elston’s (2013) entrepreneurial activity model for classifying and modeling these factors affecting firm start-ups and growth. Fig. 1 captures this process and highlights the critical factors influencing the entrepreneurial process and their various relationships. In this model, the macro-environment mix influences not only a person’s personal characteristics but also this person’s entrepreneurial process. These personal characteristics in turn also influence the entrepreneurial process. The research methodology was conducted with qualitative research method. Firstly, we interviewed the experts with regard to this industry, and then used content analysis for the interview records. After the in-depth interviews, a grounded theory was adopted to analyze the interview data with repeated coding and reading, and then innovative entrepreneurship were coded into fundamental categories with diverse descriptions (Corbin & Strauss, 1990). These descriptions represent the idea and meaning squeeze from the transcripts of interview. As for the research reliability, we read the biographies of participants and collect relative information such as their provided books, documents and reports from the news. To guarantee the validity of this study, we also improve the research content with researchers’ interview and reflection notes. Those notes were observation on innovative entrepreneurship process in this study. Therefore, these systematic methods could conclude a theory for a specific phenomenon (Hsieh & Shannon, 2005). Results The results of our qualitative analysis demonstrated the opinions of experts with regard to innovative entrepreneurship in hotel industry. Based on Chen and Elston’s (2013) entrepreneurial activity model, the characteristics of each concept were grounded with four dimensions: (1) Macro-environment mix (2) Personal characteristics (3) Entrepreneurial Proces (4) Major entrepreneurial outcome. The experts’ critical viewpoints are also presented by typical quotations. (1) Macro-environment mix ● Shifting Market “Now the entire consumer market is shifting, everyone booking via the internet.”(sample 1) “When you book a hotel or a flight, people like the price competition. So you may have to spend a lot of time.” (sample 9) ● The old technology “We are still using the technology more than a decade ago. Taiwan is still running the hotel in a very traditional way. It is when I open a hotel , I am looking for some people, and then ... I think I will make money. In fact, a lot of know how they do not know.”(sample 1) ● Price competition “We think the outbound market has entered the Red Sea. The inbound market has not been fully developed and has potential for development. Therefore, we would not like to see the inbound market enter the price competition.” (sample 6) ● Want Taiwan to be seen “Taiwan's B & B are really world-class highlights in tourism industry.”(DEAR BNB) ● Make up the industrial gap “We think Taiwan needs a brand new high-quality hotel and lodging platform and we did it.” (sample 3) “I think what we do is very traditional! Just fill the gap by using the resources we have integrated with the method we want.” (sample 4) (2) Personal characteristics ● Personal interest “I like traveling, I like going abroad, I like to fly.”(sample 8) “This is my hobby, I also like to interact with people.” (sample 4) ● Doing what I want to do “I just want to do what I want to do.”(sample 8) “I like the Internet and marketing but don’t like to do engineer. “(sample 7) ● Apply own expertise “Using my own technology and see the market demand gap, hoping to help Taiwan's lodging industry can be transformed, technology upgrades, do not have to monopolize by the traditional manufacturers.” (sample 1) “I study hospitality and work for a year in Taipei Evergreen Hotel, and later went to Vancouver to study hotel management. To start a new venture also an ultimate goal of our depasample 6ent, so I think it must be done.” (sample 2) ● Personal life experience “I think creation needs inspiration, inspiration comes from life experience. Entrepreneurship will not have nothing, what you have to do today, it must have some relationship with your past life experience.” (sample 3) (3) Entrepreneurial Process ● Self-finaning “I did not find someone or looking for funds.” (sample 4) “I have a deposit of 20 years, our funds are wholly-owned. We do not borrow money from banks nor fundraising or venture capital.” (sample 5) ● Related connections “Originally, my good friend who knew about the lodging industry. You are ready, and then meet the right people, and then a good time point enter into the right market.” (sample 1) “When talent comes in, they will recommend people who have such abilities and values. Therefore, we have not publicly recruited R & D people.” (sample 4) ● Try and error “In the beginning, we don’t seriously think about our business model. Through more case, we revise our business model.”(sample 6) “After my trip, I wanted to start a business. At that time, I did not have many ideas, so I did a lot of work to find directions.” (sample 7) ● Find the right shareholder “Shareholders are important. When finding shareholders, his resources and skills are very important. I want more than his money.” (sample 2) ● Play a consultant role “We are selling our ideas, as well as selling our resources, experience so a bit like a consultant's role.” (sample 7) (4) Major entrepreneurial outcome ● Change the industry ecology “We have successfully changed some of the airline's mind, we have changed the hotel's promotional model and have changed an ecological.”(sample 8) ” The core of entrepreneurship is to "re-establish an ecosystem".(sample 5) ● Tourism industry knowledge education and personnel training of think tanks “We want to make domain knowledge, know-how in tourism industry can be extracted, shared, and can be taught textbook.” (smaple 6) ● Package Form a network and provide a unique package “In addition to the network, we hope to the forming some unique service package.” (sample 5) “Our three companies are different areas and require different skills. In the future, we would integrate them.” (sample 7) Discussion and conclusions This study examined the innovative entrepreneurship with start up in the hotel industry. Using content analysis method to access the research conclusions, the four key components of entrepreneurial activity: Macro-environment mix, personal characteristics, entrepreneurial process and major entrepreneurial outcome (Chen and Elston, 2013) were adopted to set up a theoretical framework. The results of our research were provided through a systematic approach to interpret and summarize experts’ professional opinions. These data were collected by in-depth and semi-structured interviews which give participants opportunities to express their opinions based on their experience in innovative entrepreneurship of hospitality. Meanwhile, the concepts of experts’ comprehensions were written into different characteristics with logical explanations. Most important of all, our research contributes to the entrepreneurship literature. Though some previous studies have discussed Chen and Elston’s (2013) entrepreneurial activity model, none of them tried to integrate this perspective with start up company in hotel industry. Therefore, the results of this study filled the gap between theory and practice, and provide a distinct example for future innovative entrepreneurship research in hospitality. To sum up, as most previous research focus on theoretical or practical perspective to interpret entrepreneurship, the result of this research further contribute the development of innovative entrepreneurship especially in start up. These findings offered essential framework and required knowledge of strategies for current and future trends in this field.

Introduction In view of the fact that innovation and entrepreneurship are the major trends in the tourism and hospitality industry and the entry technology for the tourism and hospitality industry is easier for start-ups than for high-tech industries and for small and medium-sized enterprises with low thresholds for investment, the demand for business start-ups by the general public has become more and more frequent The larger the cultivation of talents is, the more intense it is. At present, foreign countries have begun to pay more attention to the tourism and hospitality industry for innovation and entrepreneurship (Weiermair, Stiller, & Mossenlechner, 2006; Zapalska, Brozik, & Rudd, 2004; Lee, Hallak, & Sardeshmukh, 2016), there is a lack of integration and comprehensiveness. Most studies only focus on the entrepreneur's personal characteristics, entrepreneur's personal factors, and entrepreneurial psychology (Hisrich, 1990; Littunen, 2000; Zapalska et al., 2004; Ramos-Rodriguez et al., 2012). Compared with the previous single-level discussion, this study will explore the key elements of innovation and entrepreneurship in tourism and hospitality industry through expert interview. Theoritical Development Innovation plays an important central role in entrepreneurship (Hebert & Link, 2006). In the past, there was also a lot of empirical research that identified innovation as a tenet of hotel organization performance (Agarwal, Erramilli, & Dev, 2003; Grissemann, Plank, & Brunner-Sperdin, 2013; Lin, 2013; Lee et al., 2016). Hotel industry products are difficult to protect through patents, etc. Therefore, continuous product innovation is very important for the hotel industry and is the main factor in keeping the leading competitive edge in the industry (Agarwal et al., 2003). What's more, implementing a new management structure, improving operational efficiency through new technologies, and new logistics and delivery systems make the enterprise a price-competitive advantage with lower costs due to innovation (Lin, 2013). In addition Enz and Siguaw (2003) believe that hoteliers can gain more competitive advantage if they can integrate and implement innovations in daily operations. From the study of Ndubisi and Iftikhar (2012), it is found that entrepreneurship really affects the innovation of SMEs. All in all, the current tourism and hospitality industry in Taiwan is mostly characterized by SMEs. According to the literature review, this study finds that innovation is the intermediary variable that catalyzes the initiation of entrepreneurial activity by innovation. Research Design The data on which this paper is based consist of expert concepts of hotel innovation and entrepreneurship in Taiwan and investigations into their views on innovation and entrepreneurship, which have developed over the course of their specialized experience. The experts had an average of 13 years of experience in researching, teaching, or hospitality management in the field of hotel innovation and entrepreneurship. The scholars we selected had excellent academic reputations and teaching experience in innovation and entrepreneurship. Most of the industry experts selected had experience in assisting hotels to carry out their innovation and entrepreneurship, whose duties are relevant to organizational innovation and entrepreneurship implementation and whose corporations have pursued innovation and entrepreneurship related activities that can be found in mass media or are certified in innovation and entrepreneurship related practices. Result and Conclusion As the hotel industry continues to expand, innovation and entrepreneurship initiatives are imperative. In this study, the innovation and entrepreneurship conceptual framework in the hotel industry contains not only the elements of personal factors, organizational factors, but also innovation and entrepreneurship performance, such as competitive advantages. That is, hotels can implement innovation and entrepreneurship through personal or organizational factors. For instance, encouraging members to interact and learn together, through mutual trust toward a common goal, and then create business and personal fruitful. It can provide a clear and complete process of an innovation and entrepreneurship program, which is important for practitioners to reduce uncertainty and the cost of trial and error and increase their motivation to practice.