The entrepreneur: A capable executive and more

In the United States, entrepreneurs have been cussed and discussed, glorified and vilified, declared to be social misfits and bastions of the private enterprise system. Early in the life cycle of an entrepreneur, he or she may have been classified as being “unable to relate to family or peers,” later as “unwilling and unable to submit to or work with authority” to “jungle fighter” to “robber barron” to “philanthropist.” 5A common but incorrect assumption is that if one cannot adjust to the corporate environment, he or she should pursue an entrepreneurial career. Whether or not one can adjust does not preclude the necessity for the development of the skills and techniques required of a competent executive. The authors hypothesize that an entrepreneur must be a capable executive, and in addition, must possess a number of psychological characteristics to a greater or lesser degree than their corporate counterparts.This does not imply that all entrepreneurs are alike any more than all managers or executives are alike. Nor that the presence of a higher or lower level of a psychological trait or characteristic is itself sufficient for success. There are a number of sociological, psychological, demographic, and economic factors that appear to impact on the decision to enter entrepreneurial occupations. Although neither the absolute level of the impact of a psychological trait nor the interrelationship of the combined factors on the final decision-making process are known, research has indicated that significant differences in the intensity level of psychological traits or characteristics exist between entrepreneurs and managers or executives.This article discusses those traits that entrepreneurs exhibit at significantly different levels than do their corporate counterparts; how these factors may influence the decision to enter entrepreneurial occupations: and how these same traits have the propensity, if ignored, to have a negative influence on both the entrepreneur's organization and personal life-style.Entrepreneurs tend to be 1) tolerant of ambiguous situations, 2) prefer autonomy (autonomy may be described as self-reliance, dominance, and independence), 3) resist conformity, 4) be interpersonally aloof yet socially adroit, 5) enjoy risk-taking, 6) adapt readily to change, and 7) have a low need for support. These factors can lead to serious problems in delegation and communication, two factors of paramount importance to a growing concern. They may also cause intense stress or loneliness for the entrepreneur. Fortunately, the traits of willingness to accept change and ability to adapt to it will help the entrepreneur to accept and respond to problems that arise due to poor delegation or communication. Coping methods and a tolerance of ambiguity will assist the entrepreneur in dealing with stress and loneliness. The main problem is to alert the entrepreneur to the potentiality of these problems—which is what this article attempts to do.     

Some tests of alternative urban population density functions

The purpose of this study is to test the usefulness of some alternative gross population density functions for urbanized areas. Two evaluation criteria are used; maximum explanatory power in standard regression analysis and accuracy in predicting total population in the urbanized area. It is concluded that the explanatory power of the negative exponential function can be improved upon in some cases by adding a quadratic distance term, but that population can be predicted more accurately if the quadratic term is omitted. Also, it is found that constraining the negative exponential function to predict population exactly reduces explanatory power by an insignificant amount.     

Prospective measures of competitive balance application to money lines in the national hockey league

The authors have previously introduced the concept of utilizing point spreads to measure competitive balance in professional sports and a methodology for doing so. They assessed competitive balance in the National Football League and the National Basketball Association. This methodology was extended to measuring competitive balance utilizing money lines in major league baseball. This study starts by applying the same model to the money lines for the 2005–2015 seasons to measure competitive balance in the National Hockey League. It then statistically adjusts the money lines under various scenarios to estimate the effects of overtime rules and shootouts on competitive balance. Similar analyses of overtime effects on competitive balance of other sports are also completed for comparison purposes. The results indicate that competitive balance in the National Hockey League increased rather substantially during this period and that overtime rules and shootouts have had a much larger positive impact on competitive balance in the NHL than overtime approaches have had on the competitive balance of any of the other sports examined.