There has been increasing interest in the attributes of successful entrepreneurs. Increasingly, too, research on entrepreneurship has focused on the identification of personality traits conducive to entrepreneurial success. The present study moves away from predicting entrepreneurial success and instead focuses on exploring and describing the personality traits of a successful entrepreneur, namely Steve Jobs. A psychobiographical case study design and qualitative approach were employed to explore the extent to which Steve Jobs displayed the personality traits identified by Rauch and Frese (...) (2007). Data collection and analysis were guided by three linked sub-processes proposed by Miles and Huberman (2002), which include (a) data reduction, (b) data display and (c) conclusion drawing and verification. The findings of this study show that, over the course of the subject’s life, the personality traits identified by Rauch and Frese (2007) as conducive to successful engagement in entrepreneurial activities were displayed, namely need for achievement, risk-taking, innovativeness, autonomy, internal locus of control, and self-efficacy. In so far as it can be argued that these personality traits inherently predisposed Steve Jobs to achieve the success he displayed as an entrepreneur, the findings of this study affirm the relevance of the personality trait perspective in describing and understanding the life course of successful entrepreneurs. (shrink)

How to measure performance in charitable organisations continues to excite interest among academics and practitioners. Despite the intellectual interest, little consensus has emerged as to what are the best measures of performance in charities. This is against the backdrop of an increased demand by donors and other stakeholders on charities to provide information on their performance. Building on prior studies, this paper examines the measures of performance in charities using a hybrid methodological approach which consists of 14 exploratory interviews and (...) a quantitative survey of 105 chief executive officers/board of trustees of large British charities. The results of factor analysis and internal reliability produced five broad measures of performance of charities: financial measures; client satisfaction; management effectiveness; stakeholder involvement; and benchmarking, indicating that the overall performance of charities is best measured by a set of factors that reflect the multiple and diverse stakeholders associated with charities. Further analysis using structural equation modelling corroborates the results that non-financial measures such as management effectiveness, stakeholder involvement and benchmarking are important to the performance of charities. (shrink)