Schumpeterian Entrepreneur Is A Genius Calculator Case Study

1. Legally, the entrepreneur is independent but its independence is limited by competition from other entrepreneurs.

2. However, this independence is also limited by the difficulties he may face to raise the capital it needs to start its activity. The entrepreneur must defeat conformism of the banker, a view shared with JB Say, Schumpeter (1803). This remark on the role of the banker allows Schumpeter to distinguish the capitalist entrepreneur, and therefore the profit (the entrepreneur's remuneration) and interest (the capitalist remuneration). The role of the banker is crucial since it is him who makes possible the implementation of new combinations.

3. The entrepreneur is endowed with exceptional qualities. The implementation of new combinations

Schumpeterian entrepreneur is a "genius calculator " ( the phrase is JB Say ) , because it can provide better than others the evolution of demand, which depends on his success . Qualify the Schumpeterian entrepreneur genius calculator is not quite accurate , since the decisions taken by the entrepreneur are not fundamentally rational but are part of a rational (not economic under Walrasian ), but of a rationality based on subjective psychological factors , as understood by Menger (2011) ,

9. The entrepreneur is not rational, in the sense of economic man, " the typical entrepreneur does not ask if every effort to which he submits, promises a " surplus enjoyment " enough. He cares little hedonistic fruit of his actions. He creates contionuously because he can do nothing other (...) " ( Schumpeter , 1935, p. 134) .

10. The entrepreneur Schumpeter has charisma and authority. "The importance of the authority is not absent, it’s often to overcome local resistance to conquer "relationships"and to bear the weight of hardship " (Schumpeter, 1935, p.

These authors explain the attitude prediction through four different sub scales (achievement, self-esteem, personal control, and innovation) and three types of reactions (affective, cognitive or conative).

- Basic Intention Model (Krueger and Carsrud, 1993) that examine the relationship between attitudes and entrepreneurial intentions using a scale to permit greater flexibility in the analysis of exogenous influences, attitudes and intentions. According to this, to start a new business is an intentional process that can be influenced by the attitudes and behavior

- Entrepreneurial Potential Model (Krueger and Brazeal, 1994), based on the previous models of Shapero and Ajzen supporting their evidence from the corporate venture and enterprise development perspectives;

- Davidsson Model (Davidsson, 1995): According this model, intention can be influenced by two