Literature Review范文：Difficulties and Challenges in Entrepreneurship

Literature Review范文-創(chuàng)業(yè)的困難和挑戰(zhàn)。本文是一篇留學(xué)生Literature Review文獻(xiàn)綜述寫作范例。主要內(nèi)容是根據(jù)證據(jù)表明，小企業(yè)比大企業(yè)失敗的幾率要高得多，但許多小企業(yè)存活下來，有些卻沒有。這些差距阻礙了小公司在創(chuàng)業(yè)、規(guī)模經(jīng)濟(jì)、人力資本實(shí)施、有限資源、地理位置和管理技能方面的成功。我們?cè)谝粋€(gè)日益全球化的經(jīng)濟(jì)中運(yùn)營(yíng)，這是一個(gè)高度競(jìng)爭(zhēng)的經(jīng)濟(jì)。因此，應(yīng)該設(shè)計(jì)出最高級(jí)管理技能的重要性。這對(duì)于確保小企業(yè)不僅能夠生存，而且能夠提高管理質(zhì)量至關(guān)重要，因此，缺乏關(guān)鍵的管理服務(wù)可能會(huì)限制小企業(yè)的成功。下面就一起來看一下這篇留學(xué)生Literature Review文獻(xiàn)綜述寫作范例的全部?jī)?nèi)容。

Evidence suggests that small business stands a significantly higher chance of failure than a large business yet many small businesses survive and some don’t. These gaps have been discovered that hinders the success of small firms in entrepreneurship, economies of scale, human capital implementation, limited resources, geographical location, and management skills. We operate in an increasingly global economy, which is highly competitive. Hence the importance of superlative management skill should be devised. It is highly crucial in ensuring that small businesses not only survive but grow in the quality of management, hence lacking key management services could limit the success of small business.
The purpose of this literature review is to explain and critically analyse the work that has been reported on problems and challenges faced in entrepreneurship. Having identified these gaps I have established my topic, identifying the problem small business face in entrepreneurship. Identifying the key terms of the literature terminology is crucial as it includes the dependent variable and independent variables.
本文獻(xiàn)綜述的目的是解釋和批判性分析已報(bào)道的關(guān)于創(chuàng)業(yè)面臨的問題和挑戰(zhàn)的工作。確定了這些差距后，我確定了我的主題，確定了小企業(yè)在創(chuàng)業(yè)中面臨的問題。識(shí)別文獻(xiàn)術(shù)語的關(guān)鍵術(shù)語至關(guān)重要，因?yàn)樗ㄒ蜃兞亢妥宰兞俊?br/>RESEARCH QUESTIONS 研究問題
Why do small businesses encounter so many difficulties at start up point?為什么小企業(yè)在創(chuàng)業(yè)時(shí)會(huì)遇到這么多困難？
What are the major problems influencing small firms in entrepreneurship?影響小公司創(chuàng)業(yè)的主要問題是什么？
Is it relevant to acquire entrepreneurship skills before venturing into small business?在涉足小企業(yè)之前，獲得創(chuàng)業(yè)技能是否相關(guān)？
RESEARCH OBJECTIVES 研究目標(biāo)
To collect a variety of entrepreneurial ideas related to entrepreneurial opportunities via various techniques.通過各種技術(shù)收集與創(chuàng)業(yè)機(jī)會(huì)相關(guān)的各種創(chuàng)業(yè)想法。
To distinguish the importance of planning and give examples of how planning can surmount problems.區(qū)分規(guī)劃的重要性，并舉例說明規(guī)劃如何克服問題。
To analyze obstacles and explain how these obstacles may impede creative thinking and generation of new ideas.分析障礙并解釋這些障礙如何阻礙創(chuàng)造性思維和產(chǎn)生新想法。
INTRODUCTION 引言
According to Paula McCoy Pinderhughes, an entrepreneur is a person who visualizes or possesses a burning desire to make a change through hard work, dedication and determination, knowing that it will satisfy their ultimate personal and business objectives.
To one businessman, an entrepreneur appears as a threat, an aggressive competitor, whereas to another businessman the same entrepreneur may be an ally, a source of supply, a customer, or someone who creates wealth for others, as well as finds better ways to utilize resources, reduce waste, and produce jobs others are glad to get” (Hisrich & Peters, 2002).
根據(jù)Paula McCoy Pinderhughes的說法，企業(yè)家是一個(gè)想象或擁有通過努力、奉獻(xiàn)和決心做出改變的強(qiáng)烈愿望的人，知道這將滿足他們的最終個(gè)人和商業(yè)目標(biāo)。   對(duì)一個(gè)商人來說，企業(yè)家似乎是一個(gè)威脅，一個(gè)咄咄逼人的競(jìng)爭(zhēng)者，而對(duì)另一個(gè)商人而言，同一個(gè)企業(yè)家可能是盟友、供應(yīng)源、客戶或?yàn)樗藙?chuàng)造財(cái)富的人，并找到更好的方法來利用資源、減少浪費(fèi)，創(chuàng)造他人樂于獲得的工作”。
The word entrepreneur is defined as a person who has possession of a new enterprise, venture or idea and assumes significant accountability for the inherent risks and the outcome. The term is originally a loanword from French and was first defined by the Irish economist Richard Cantillon. (Bill Bolton and John Thompson (2004; 14) A literature search for a suitable meaning of an entrepreneur designates that it is rather easier to explain the worth of an entrepreneur. But it is hard to accurately identify who is an entrepreneur. A number of definitions are indicated in the literature.
企業(yè)家一詞被定義為擁有新企業(yè)、風(fēng)險(xiǎn)或想法，并對(duì)固有風(fēng)險(xiǎn)和結(jié)果承擔(dān)重大責(zé)任的人。這個(gè)詞最初是來自法語的外來詞，最早由愛爾蘭經(jīng)濟(jì)學(xué)家理查德·坎蒂隆定義。對(duì)企業(yè)家合適含義的文獻(xiàn)搜索表明，更容易解釋企業(yè)家的價(jià)值。但很難準(zhǔn)確確定誰是企業(yè)家。文獻(xiàn)中給出了許多定義。    
According to an article by Mona Abdulla (2009) states that typically, entrepreneurship means a business is being created with the express goal of fetching larger through an aggressive growth schedule. Entrepreneurship is a corporate development. This is the major challenge to any new business. Consumers are cautious about trying new goods and services. Most items being purchased today is frequently based on identified brand names and using familiar purchasing patterns. Apparently, it is easier for customers to procure the items or brand that they have used. Considerably, a new business must ensure that its target market are pleased with the brand, proper marketing strategy has to be taken for consumers to embrace a new product. This problem is sensitive to the immense amount of marketing clutter that most organization encounters. Getting rid of clutter is most especially difficult for new firms with limited budgets set aside for marketing and promotion strategy. Traditional methods of advertising and consumer promotions may not be enough to get recognized. Company leaders must be sure to deliver on promises and provide a high quality experience especially on the customer’s first purchase, as bad experience often lead to fall in business.
根據(jù)Mona Abdulla的一篇文章，創(chuàng)業(yè)通常意味著一個(gè)企業(yè)的創(chuàng)建目標(biāo)是通過積極的增長(zhǎng)計(jì)劃實(shí)現(xiàn)更大的增長(zhǎng)。創(chuàng)業(yè)是一種企業(yè)發(fā)展。這是任何新業(yè)務(wù)的主要挑戰(zhàn)。消費(fèi)者對(duì)嘗試新商品和服務(wù)持謹(jǐn)慎態(tài)度。今天購(gòu)買的大多數(shù)商品通常基于已識(shí)別的品牌名稱，并使用熟悉的購(gòu)買模式。顯然，顧客更容易購(gòu)買他們使用過的物品或品牌。值得注意的是，新企業(yè)必須確保其目標(biāo)市場(chǎng)對(duì)品牌感到滿意，消費(fèi)者必須采取適當(dāng)?shù)臓I(yíng)銷策略來接受新產(chǎn)品。這個(gè)問題對(duì)大多數(shù)組織遇到的大量營(yíng)銷混亂非常敏感。對(duì)于那些為營(yíng)銷和促銷策略預(yù)留了有限預(yù)算的新公司來說，擺脫混亂尤其困難。傳統(tǒng)的廣告和消費(fèi)者促銷方法可能不足以獲得認(rèn)可。公司領(lǐng)導(dǎo)必須確保兌現(xiàn)承諾，提供高質(zhì)量的體驗(yàn)，尤其是在客戶第一次購(gòu)買時(shí)，因?yàn)樵愀獾捏w驗(yàn)往往會(huì)導(dǎo)致業(yè)務(wù)下滑。
THE PROBLEMS AND CHALLENGES 問題和挑戰(zhàn)
Entrepreneurs have become one of the most active forces in the market, which is itself driving much of the world’s economic growth. This makes entrepreneurs very important from a macro-economic perspective. As the globalism of business becomes even more extensive, this impact will be felt. Entrepreneurs are already becoming a major force in developing nations and the economy worldwide. The process of redefinition is an essential component of a company’s strategic renewal and therefore constitutes an important aspect of entrepreneurship (Guth and Ginsberg, 1990). It is through leadership strategies that the entrepreneur helps to facilitate the reflection of excellence (cornesky et al., 1990: 58-59; peter and Austin, 1985: 5-6) Today’s entrepreneurial leader requires new people who does not depend on organizational superiority and subordinate theses contemporary leaders helps to create enhanced capacity in their people, who in turn become the steward of all organizational stakeholders (Mclagan and Nel, 1995: 46-47) The scope of what entrepreneurship involves will continue to change and evolve, and yet there are some regular issues of how to start, finance and run a business. Companies that go internationally face the foremost challenge of integrating various types of acquaintance so that the organization as a whole can benefit (Zahra et al., 2000a). One ordinary factor for all entrepreneurs is the test of starting a business, searching for an innovative idea, passing the right prospect to venture into a business. Entirely entails organizing all the aspects so that the entrepreneur can maximise his or her goals. Most entrepreneurs also face problems financing their entrepreneurial project, as well hurdles within corporate rules. Except if one single handled the venture, getting money is a challenge that requires prepares funds proposals for loans and many more. We have so much in turn written on this phase of an entrepreneurial that implementing the very best would be more of an advantage well as challenging.
企業(yè)家已經(jīng)成為市場(chǎng)上最活躍的力量之一，而市場(chǎng)本身正推動(dòng)著世界經(jīng)濟(jì)的大部分增長(zhǎng)。這使得企業(yè)家從宏觀經(jīng)濟(jì)角度來看非常重要。隨著商業(yè)全球化變得更加廣泛，這種影響將被感受到。企業(yè)家已經(jīng)成為發(fā)展中國(guó)家和世界經(jīng)濟(jì)的主要力量。重新定義的過程是公司戰(zhàn)略更新的一個(gè)重要組成部分，因此是創(chuàng)業(yè)的一個(gè)很重要的方面。正是通過領(lǐng)導(dǎo)力戰(zhàn)略，企業(yè)家有助于促進(jìn)對(duì)卓越的反思。今天的企業(yè)家領(lǐng)導(dǎo)者需要不依賴組織優(yōu)勢(shì)的新人，而當(dāng)代領(lǐng)導(dǎo)者有助于提高員工的能力，他們反過來成為所有組織利益相關(guān)者的管家。創(chuàng)業(yè)所涉及的范圍將繼續(xù)變化和發(fā)展，但如何創(chuàng)業(yè)、融資和經(jīng)營(yíng)企業(yè)仍有一些常規(guī)問題。走向國(guó)際的公司面臨著最大的挑戰(zhàn)，即整合各種類型的熟人，使組織整體受益。對(duì)所有企業(yè)家來說，一個(gè)普通的因素是創(chuàng)業(yè)的考驗(yàn)，尋找創(chuàng)新的想法，通過創(chuàng)業(yè)的正確前景。完全需要組織所有方面，以便企業(yè)家能夠最大限度地實(shí)現(xiàn)其目標(biāo)。大多數(shù)企業(yè)家還面臨著為其創(chuàng)業(yè)項(xiàng)目融資的問題，以及公司規(guī)則中的障礙。除非有一個(gè)人處理了這項(xiàng)風(fēng)險(xiǎn)，否則獲得資金是一項(xiàng)挑戰(zhàn)，需要為貸款和其他許多項(xiàng)目準(zhǔn)備資金提案。我們?cè)趧?chuàng)業(yè)的這一階段寫了很多文章，因此實(shí)施最佳實(shí)踐將是一種優(yōu)勢(shì)，也是一種挑戰(zhàn)。
IMPLEMENTATION STAGE 實(shí)施階段
All said and done, passing this face ups and challenges, ordinarily one should expect to have smooth glide. Given the business has a good plan; the venture should carry on with less glitches, the execution process seems to be the real craft-or-crack point of an entrepreneurial venture. There are proposition that part of the problem is that ideal people for this process, Perhaps, there are wide varieties of skills needed at this stage, that an individual can not dwell on all of the skills. Alternatively, for entrepreneurs to be successful, identifying the key factors of their field would be very necessary, as they can easily get subcontractors who can fill the missing gaps. Perhaps looking at what different skills that can get a business started would be necessary. Such skills includes, marketing, workers, publicity, sales, communications, public relations, human resource, legal needs, government regulations, crisis management, risk management, natural disaster planning, insurance, technology, and the financial aspects of the organization accounts, bookkeeping, paying taxes, managing debt, and so on. One should take into consideration that without a strong technical foundation, the business can’t be successful, an above all, the conceptual aspect of organization, are leadership, growth philosophy, ethics, and most importantly the exit strategy of the any organization. These are issues that we tend to overlook, yet it set the whole subject and direction that any business will take.
所有說的和做的，通過這一面對(duì)面和挑戰(zhàn)，通常人們應(yīng)該期待順利滑翔。鑒于企業(yè)有良好的計(jì)劃；創(chuàng)業(yè)應(yīng)該少出一些小毛病，執(zhí)行過程似乎是創(chuàng)業(yè)的真正技巧或破解點(diǎn)。有人認(rèn)為，部分問題在于，這個(gè)過程的理想人選，也許，在這個(gè)階段需要各種各樣的技能，一個(gè)人不能專注于所有技能?；蛘?，對(duì)于成功的企業(yè)家來說，確定他們所在領(lǐng)域的關(guān)鍵因素是非常必要的，因?yàn)樗麄兛梢院苋菀椎卣业侥軌蛱钛a(bǔ)缺失空白的分包商?；蛟S，有必要了解哪些不同的技能可以幫助創(chuàng)業(yè)。這些技能包括市場(chǎng)營(yíng)銷、工人、宣傳、銷售、溝通、公共關(guān)系、人力資源、法律需求、政府法規(guī)、危機(jī)管理、風(fēng)險(xiǎn)管理、自然災(zāi)害規(guī)劃、保險(xiǎn)、技術(shù)以及組織的財(cái)務(wù)方面
CRITICAL CHALLENGES 關(guān)鍵挑戰(zhàn)
There are types of businesses that can be started on a small budget; one will need access to capital to fund the business, where the money comes from is less important, but the most important thing, is a need to be realistic about startup costs and being able to manage the funds well. Developing a, realistic, thorough and honest financial plan will help to avoid this mistake. New entrepreneurs often underestimate the length of time it takes for a business to become profitable and the amount of money they will need to invest in the business before it’s profitable. Employee’s responsibilities are limited to a narrow job description. According to Gupta and Govindarajan (1991), superior levels of awareness flows have serious implications for a company’s control systems. Knowledge that is vital to sustaining and promoting entrepreneurship includes both expertise and market-based knowledge (Gupta and Govindarajan, 1991). However, at the start of a business, the entrepreneur become’s responsible for everything from exploration to development process as well as to product delivery to detailed account. This implies that there are field that will be beyond the owner’s area of expertise. Reckon upon the range of the business, it is possible that the organization does not have the ability to handle different responsibilities due to incompetent staff. It is important to be honest about your own limitations for the success of the company, seek out expert advice in such fields and the support of achiever in entrepreneurship.
有幾種類型的企業(yè)可以在小預(yù)算下啟動(dòng)；人們將需要獲得資金來資助企業(yè)，資金來源并不那么重要，但最重要的是，需要對(duì)啟動(dòng)成本保持現(xiàn)實(shí)，并能夠很好地管理資金。制定一個(gè)現(xiàn)實(shí)、徹底和誠(chéng)實(shí)的財(cái)務(wù)計(jì)劃將有助于避免這一錯(cuò)誤。新創(chuàng)業(yè)者往往低估了企業(yè)盈利所需的時(shí)間，以及在企業(yè)盈利之前他們需要投資的資金。員工的職責(zé)僅限于狹義的工作描述。根據(jù)Gupta和Govindarajan的說法，高水平的意識(shí)流對(duì)公司的控制系統(tǒng)有著嚴(yán)重的影響。對(duì)維持和促進(jìn)創(chuàng)業(yè)至關(guān)重要的知識(shí)包括專業(yè)知識(shí)和基于市場(chǎng)的知識(shí)。然而，在創(chuàng)業(yè)之初，企業(yè)家就要負(fù)責(zé)從勘探到開發(fā)過程以及產(chǎn)品交付到詳細(xì)賬目的所有工作。這意味著有些領(lǐng)域?qū)⒊鰳I(yè)主的專業(yè)領(lǐng)域。根據(jù)業(yè)務(wù)范圍，由于員工不稱職，組織可能沒有能力處理不同的職責(zé)。坦誠(chéng)自己對(duì)公司成功的局限性，尋求這些領(lǐng)域的專家建議以及創(chuàng)業(yè)成功人士的支持是很重要的。
An entrepreneur does work harder for him/herself most precisely than you would ever work for any one. Building a successful business requires a large investment of your time. It will be important to schedule specific work hours. Setting goals can also help you to stay on track. To overcome these problems. It is important to remember that customers are interested in benefits as opposed to product or service features, and doing all you can do to stay on track would be the most to keep your business.
企業(yè)家確實(shí)比你為任何人工作都更努力。建立一個(gè)成功的企業(yè)需要大量的時(shí)間投資。安排具體的工作時(shí)間很重要。設(shè)定目標(biāo)也可以幫助你保持正軌。克服這些問題。重要的是要記住，客戶感興趣的是利益，而不是產(chǎn)品或服務(wù)特性，盡你所能保持正軌將是最有助于保持業(yè)務(wù)的。       
JUSTIFICATION OF LITERATURE & CONCLUSION 文獻(xiàn)論證與結(jié)論
How is an entrepreneur to deal with all this overload of challenges? To meet these challenges, subsidiary executives should also demonstrate higher levels of lenience for indistinctness (Gupta and Govindarajan, 1991). It is nice to know that there are resources one can count on such as, training programs, discussion groups, educational resources, professional associations, and publications to turn to for advice and support at all times.
一個(gè)企業(yè)家如何應(yīng)對(duì)這些超負(fù)荷的挑戰(zhàn)？為了應(yīng)對(duì)這些挑戰(zhàn)，子公司高管還應(yīng)表現(xiàn)出更高程度的寬容態(tài)度。很高興知道有一些資源可以依靠，如培訓(xùn)計(jì)劃、討論小組、教育資源、專業(yè)協(xié)會(huì)和出版物，隨時(shí)尋求建議和支持。本站提供各國(guó)各專業(yè)文獻(xiàn)綜述Literature Review代寫或指導(dǎo)服務(wù)，如有需要可咨詢本平臺(tái)。