The study examines the creative process of entrepreneurs and innovators. It considers how several types of thinking-analytical, analogical, imaginary, intuitive-are involved in creativity and the creative process. It further considers how learning and composite thinking-the integration of the different types of thinking-are incorporated in the creative process. The subsequent analysis covers a number of aspects of creativity and the creative process: 1) attributes, 2) traits, 3) skill, 4) stimulants, 5) process, 6) method and technique, 7) imagination, 8) intuition and the subconscious , 9) problem statement, 10) referencing past solutions, 11) the solution space, 12) teams, and 13) factors of success in the market. The prominent role of the intuition and the subconscious in creativity is clear. Both the left-brain and rightbrain typically contribute to creativity. Perspective formation forms a key component of creativity. There is a semi-formal process to creativity. Both intuition and creativity itself can be developed. Given the array of factors that influence success in the market, it may be questioned whether creativity is essentially a prominent factor of entrepreneurship. Pure or raw creativity by itself is certainly not a sufficient factor of entrepreneurship but must first be combined with general business sense or acumen to guarantee innovation success.

The study examines entrepreneurs as resource, with emphasis on the entrepreneur as professional. It concludes that entrepreneurs are reliable -they are able to repeatedly innovate and venture; universal -they are not necessarily bound by industry; and experts and professionals that specialize in an area of expertise. The factors that contribute to their reliability, universality, and expertise are noted. In addition, the necessary qualifications of an entrepreneur, their development, and the factors that impact their efficiency were also investigated. It is found that entrepreneurs develop with time. By considering what motivates them, and their area of speciality, the extent by which entrepreneurs can be managed, and their authority and sphere of influence are examined.The possible ways of organizing entrepreneurs were considered, contrasting between the objectives of the entrepreneur and that of his organization. In this regard, the key aspects were: i) funding, ii) resources, iii) risk and reward sharing, and iv) opportunity recognition and development.The results raise investment culture, together with policies towards failure. The resources important for entrepreneurship are listed, as well as the factors relevant to venture success, and how this influences the organization of entrepreneurs. The benefits and also the hinderances of institutions, collaborative groups and entrepreneurs as individuals were considered. The informal and humanistic nature of networks surfaced, together with their competing method of opportunity appraisal, with more emphasis on the entrepreneur and other humanistic factors. Large organizations enabling entrepreneurship in small organizations (corporate venturing) surfaced as one of the optimal ways to organize entrepreneurs. Furthermore, given their characteristics, entrepreneurs can be readily exploited as economical and societal resource, with perhaps less cost than believed. It is found that the relationship between entrepreneurial throughput and risk and reward may be overlooked, lacking substance, and subject to stereotypical thinking. Entrepreneurial reward ignores entrepreneurial throughput, or assumes that entrepreneurial throughput is maximized through maximizing entrepreneurs' rewards. Risk minimization, particularly for the entrepreneur, is also not necessarily related to entrepreneurial throughput.The study raises a number of factors and deficiencies that impact entrepreneurial output. In view of this, a number of constructs and measures pertaining to entrepreneurship are suggested: i) entrepreneurial emergence -the method used to identify entrepreneurs, and the rate at which new entrepreneurs are identified; ii) entrepreneurial development -the growth and development of known entrepreneurs; iii) entrepreneurial longevity -the reuse and lifespan of entrepreneurs; and iv) the evaluation of entrepreneurs.The interaction between entrepreneurs and the needs of entrepreneurs also surfaced -most notably unbiased support, which they source through support networks or ...

<p class="Standard">The study assesses innovation management in South African organizations, through semi-structured interviews. Some of the key attributes of innovation considered, include a) value proposition, b) organizational context, c) innovation process and management. Based on the interviews, some of the greatest challenges the organizations face are a) risk mitigation and management, b) innovation project evaluation and appraisal, as well as c) innovation process standardization and improvement. The conclusion is that innovation and innovation management still contain residual ambiguity. Still, there is always room at the top—organizations can still actively build their innovation competencies, from a range of dimensions, ranging from culture to process. No reason can be found why innovation can not be turned on itself—innovating innovation as organizational activity and competency.</p>

The necessary conditions of value creation are considered from the vantage point of innovation and entrepreneurship. Both demand side (basic needs, customer perceived value, and customer satisfaction) and supply side (science, technology, and knowledge) considerations of value creation are examined. The relationships between value creation and basic needs, customer perceived value, and knowledge are further examined. Although a number of factors are identified that impact value, only four are seen as primary factors of value: price, benefit, satisfaction, and experience. The innovator and entrepreneur can create value, and quantify the uniqueness of their value offerings, through these four primary factors. The study concludes that, on the demand side, basic needs may be an indirect driver of value creation, and customer perceived value as concept may be useful in the context of value creation. At the same time, it is believed that the four factorsprice, benefit, satisfaction, and experiencecan significantly explain value creation. On the supply side, innovation as the driver of value creation, is not necessarily confined to science and technologybusiness knowledge and acumen is an important avenue. In addition to existing knowledge and experience, factors like orientation (interests, passion, drive) and involvement also explain opportunity recognition.

The study assesses innovation management in South African organizations, through semi-structured interviews. Some of the key attributes of innovation considered, include a) value proposition, b) organizational context, c) innovation process and management. Based on the interviews, some of the greatest challenges the organizations face are a) risk mitigation and management, b) innovation project evaluation and appraisal, as well as c) innovation process standardization and improvement. The conclusion is that innovation and innovation management still contain residual ambiguity. Still, there is always room at the top-organizations can still actively build their innovation competencies, from a range of dimensions, ranging from culture to process. No reason can be found why innovation can not be turned on itself-innovating innovation as organizational activity and competency.