The fifth and final type of entrepreneurs resulting from the findings of the researchers was designated as “Strictly Business” type of entrepreneurs. But in this post, this fifth type will be the third.
The researchers report their findings on this type of entrepreneurs as follows:
Relationship Between Spirituality and Business
This type of entrepreneurs was extremely likely to keep business and personal life completely separate. They generally did not believe there was a connection between spirituality and entrepreneurship.
A large segment of “Strictly Business” respondents did not consider themselves to be spiritual. Those that did made no connection between spirituality and entrepreneurship. When asked a series of questions about connections between spirituality and entrepreneurship, several respondents were clear and brief with negative comments such as, “No, not to me.”and “Not very important!” When asked if it was possible to integrate spirituality into work with a prior employer, one respondent stated emphatically, “No, not unless you work for a church!”
Motivation
Regarding motivation to start the business, they were predominately motivated to start a business because of a deep desire for independence. Those that held positions in other companies prior to becoming entrepreneurs generally expressed dissatisfaction working for someone else. One respondent stated, “For a very short time after I graduated, I worked for a company, and I hated it. So, I figured I could be a better boss than what I had.”
“Strictly Business” respondents had a strong desire to be their own boss. Many were certain that they could not be happy working for someone else and that they started the business in part to obtain a greater sense of freedom and independence.
Sources of Joy and Sadness
Joy and sadness were all derived from external sources, particularly those related to financial rewards, such as providing good customer service and successfully completing projects. Many expressed feelings of not enjoying their work – enduring only because of all that money provided. Those that expressed feelings of enjoyment in their work were most proud of externally related successes (e.g. having lots of customers/projects; being able to afford expensive things, etc.).
Feelings of joy and sadness were a derivative of financial successes and failures. One received a strong sense of connection between joy and profitability, and conversely between sadness and factors associated with financial loss (e.g. losing customers). This sentiment was evident in the response to questions about feeling joy, fulfillment or reward from business: “Because, uh, if I have a lot of business, a lot of customers I know [I’m going to] have money to do whatever I want to do. And, the reward is when people are coming [in] the restaurant and tell me the food is good, and they appreciate the food and my work. So, that is my reward.” A response to feeling disappointed, “When there are not enough customers and I prepare a lot of food and I cannot sell it.”
Personal Values
Like the other types of entrepreneurs, primary personal values were focused on being honest and following the ‘golden rule.’ However, the basis for conducting business in such a manner was based on the belief that to act otherwise would negatively affect business. “Strictly Business” respondents’ virtuous behavior derived from the drive to attain or sustain financial success. This distinction is illustrated by the following remarks about values: “Honesty? I think is the bottom line. . . So, basically the more honest you are. . .the more apt you are to make it. If you’re dishonest you’re just the opposite. . . One way or another, it might get you by for awhile but after awhile. . . After awhile the whole thing comes in on you. What goes around comes around.”
Understanding of Success
This group largely viewed success as making a lot of money or wealth creation. Most stated that personal income level was more than adequate and perceived themselves successful. Utilizing the business for personal growth or providing employees with growth opportunities were of little importance. They typically viewed the venture as providing a means to one end – wealth creation.
Providing good customer service was viewed as being a necessary step on the path to creating wealth. Many also defined success as treating customers well.
The following response was common, “A successful person has to make a lot of money, know how to treat people, mainly know how to treat people right.”
Christian Entrepreneur 