Although this is not the main objective of this research, the dimensions of entrepreneurial success achieved in this study can serve as a tool to measure it from an external perspective.
This instrument would make it possible to measure entrepreneurial success from the point of view of stakeholders on two levels using specific performance indicators derived from interviews with business partners. In this measure, the importance of each stakeholder’s individual assessment level should be based not only on his or her individual performance, but also on the overall performance of the company as a whole. The average evaluation of all stakeholders should also be considered on the basis of the average evaluation of all stakeholders, regardless of their individual level of performance.
The assessment of the success of a large enterprise may include a number of factors that are not always suitable for a micro-enterprise, such as the size and scope of its business.
Second, the stakeholders who participated in the study rated companies that were in a relatively mature business, such as a large company with a long track record and a strong management team.
Although the evaluation of entrepreneurial success can depend on the level of development of the company, different dimensions of success are important. Further studies are needed to test the effectiveness of different performance measures for companies that have been operating for less than two years, as well as the impact on success of other factors, such as financial performance. From the outside, entrepreneurs see themselves as successful when judged by traditional financial measures, but each entrepreneur has his own definition of what success means to them. Entrepreneurs and companies achieve different levels of success, so further studies on the impact of these factors on entrepreneurs “views on the success of their companies need to be carried out.
Non-financial success factors are work-life balance, work-life balance and financial performance. As a result, the characteristics of business owners may be influenced by other factors, such as the level of development of the company and the quality of its products and services. Others are the type of company, its size and size of employees, and the location and location of the company.
In the field of entrepreneurship, entrepreneurs are assumed to have a “script” that is the history of decisions to start a business. Although it has been shown that the entrepreneurial mindset is significantly better than that of non-entrepreneurs, little has been done to analyze how this script affects entrepreneurial success. Another topic dealt with in this study is the question of how successful entrepreneurs think.
Differences in entrepreneurs “scripts were found at varying levels, but the results showed that employee growth and performance measurements had little to do with the cognitive script. Differences in the script were also found when employee growth was seen as an objective measure of success, and no differences in the script were found in the other measures of performance.
In contrast to advocating worker growth as a measure of corporate success, this study shows that performance criteria have little to do with entrepreneurs “cognitive traits.
This result makes sense, given that the predominant feature of small and medium-sized enterprises is that they are run exclusively by entrepreneurs. Business figures are the only ones that speak volumes about an entrepreneur’s success. How do today’s entrepreneurs see themselves and how do they measure their success?
Does your performance give you the satisfaction you are looking for, or do you still feel the need to explore and expand your boundaries?
Let us check your pulse and see what the “European startups” are like. What are you doing in entrepreneurship and why do you want to find a way to measure it?
In the general field of entrepreneurship, we understand that social networks promote the growth of entrepreneurship on both an individual and an aggregate geographical level. Pollack: There are no current measures or measurement tools that measure the impact of social networking activities on the growth of entrepreneurs and their businesses. So there is a measurement gap that hampers policymaking – based research into how social networks affect the ecosystem in which entrepreneurs operate.
The aim of this study was to analyse the impact of social networking activities on the growth of entrepreneurs and their companies. Entrepreneurs in our study measured their success not only in terms of perceived success, but also in terms of their cognitive abilities. We suggest that this level of success reflects the dominance of cognitive skills.
This measure of success is consistent with literature (e.g. Gray, 2002) and closely resembles other measures of entrepreneurial success, such as business success (Gray et al.
Traditionally, the concept of success is defined as a company’s success in terms of growth, business performance and performance. The opposite of failure means going out of business, but by a simple definition success is synonymous with continued business (see Gray et al. In fact, terms such as “growth,” “success” and “performance” are often very closely linked and are sometimes even used as synonyms in entrepreneurship research (e.g. Gray, 2002)