Nazareth School of National University

272 Sta. Teresita Street, Sampaloc, Manila

Motivation of Entrepreneurs to Become True Entrepreneurs : A Qualitative

Study
Author
Aranan,Princess P.

Nazareth School of National University

272 Plaza Sta. Teresita St. Sampaloc Manila 1009 Metro Manila

Abstract
The purpose of this study is to identify the things that motivates small entrepreneurs to take risks and
strive more to become successful entrepreneurs also known as true entrepreneurs. This study primarily
focuses on small entrepreneurs in Metro Manila specifically in Manila and Quezon City. As a research
design, this study used case study and used interview as a method for data collection. The interview
revealed that most of the small entrepreneurs dreams to give their family a good life and set it as their
ultimate motivation for success. Stories of true entrepreneurs as well as knowledge, dreams and money
are also a key motivations of an entrepreneurs. The result of this study will use primarily in the business
world since it will discuss adjustments and changes in the field of business also it will help starting
entrepreneurs because it will also tackle about challenges and motivation of entrepreneurs.

Keywords: Motivation, Entrepreneurship, Success, Entrepreneurs, Business

I. INTRODUCTION
1.1 Background of the Study
1.1.1 Description of the Current State of the Field.
Through its very nature of emergence, entrepreneurship appears interdisciplinary and
tied to the disciplines of which it emerged. Even experts in the domain of
entrepreneurship,

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agree that there is no definition that precisely represents entrepreneurship completely
(Wiklund, Lumpkin, and Freese,2009).Entrepreneurship is all about new activities
undertaken by an individual or a group of individuals, displaying some commercial
elements in order to make a change in the market, society, or community (Bobson
College,2011).7.1% economic growth, its fastest quarter in three years and the strongest in
 Asia (N.R Bieri, 2016). For the last years Philippines’ economic status have been growing
the Philippine government have to manage the limited resources that the country have in
able to give everyone's unending wants and needs. Because of entrepreneurship, new
entrepreneurs have been able to create new products that they will introduce to the market
or consumers. The entrepreneurship in the Philippines are most likely compose of small
businesses. Filipinos see their country as having an environment conducive to
entrepreneurship. Close to 48% of Filipinos see good opportunities to start a business in
their environment.
Eighty-five percent (85%) consider starting a new business a desirable career choice
while 79.27% place high regard on successful entrepreneurs (De La Salle University,
2014).The field of entrepreneurship in the Philippines is growing. Filipino are starting to
build their own businesses and risk their limited resources ,as expected, if those small
businesses will do good, then it will result to a new job opportunity for everyone. The
entrepreneurship field in the Philippines is still doing great until now, sari -sari store,
shake stand, milk tea shop, computer shop, and laundry shop are some evidences that the
field of entrepreneurship in the Philippines is in good condition. In addition small
businesses in the Philippines are most likely managed by a common citizen of the said
country, this means that even those who do not have much resources are willing to take
the risk to start their own businesses.
1.1.2 Statement of the Problem
There are many types of entrepreneurs, one of them is the basic entrepreneur or simply
entrepreneur these are the entrepreneurs that manages their business by themselves and
still owns a small business and the “true” entrepreneurs they are the entrepreneurs that
have reached the peak of their success and their business is continuously profiting
without putting too much effort or simply they are already successful(Constable,2015).
Entrepreneurs face many challenges in today’s ultra-competitive business world and being
an entrepreneur does have its benefits. But then, it also has its challenges and problems.
When entrepreneurs first start out, they are often considered as “one-man show”, meaning
they are responsible for doing everything on their own. So, doing everything on their own
is hard and it may lead to some problems. One of the problems that an entrepreneur has is
finances. It is actually one of the biggest headaches for entrepreneurs, dealing with
finances. For new entrepreneurs, it is often difficult to raise enough capital to start up their
companies. Even after the business is established, entrepreneurs have a hard time
obtaining loans and lines of credit, as banks set high eligibility requirements for
small-business owners. Another issue that entrepreneurs face is they may struggle
financially for quite

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some time before their business becomes profitable. In the meantime, entrepreneurs work
long hours and for a little to no pay. Another one is the time-management. Entrepreneurs
are known for putting in long hours and juggling many responsibilities. Therefore, it's
imperative that they have good time-management skills. Otherwise, entrepreneurs are will
be over extend themselves and take on more work than they can handle. In the long run,
this is not good for the entrepreneur's health or the reputation of the business. In addition,
 for those who have a family at home, balancing a work life and a home life often proves
challenging. Next is self-motivation and self-doubt. An entrepreneur’s life is not enviable,
at least in the beginning. It is extremely easy to get discouraged when something goes
wrong or when you’re not growing as fast as you would like. Self-doubt creeps in, and
you feel like giving up. But then, while many people are used to having a set work
schedule and routine they must adhere to, things are a little different with entrepreneurs.
When you are self-employed, you must motivate yourself to get up early each day and
tackle what needs to get done. Some people are good at keeping themselves motivated,
but others find it an ongoing struggle. For an entrepreneur, there is no time for
procrastination or delaying and postponing because you are not getting paid by punching
a time clock, you are paid for how you can do your work on time. As an entrepreneur,
you are paid solely by your own productivity and success. Lastly, lack of focus,
entrepreneurs are known for constantly brainstorming and having new ideas on how they
can capitalize and make more money. While having these unique ideas are a good thing,
they can become overwhelming if you lack enough focus to narrow down your options to
the ones with the most potential. As an entrepreneur, it is your job to zero in on only your
brightest ideas and see them through to the end. If you lack this focus, you will just waste
your time bouncing around from one idea to another without anything ever getting
accomplished. Although, entrepreneurs has many problems to deal with, they tend to face
it with strong and brave effect throughout the process of overcoming it. They are the risk
takers. The people who usually equates to work in a really long hours, juggling numerous
projects and having to constantly come up with new ideas. But then, once they learn to
overcome all of this challenges they will be able to reap the rewards toward their success.
All of this will lead to the motivation of an entrepreneur to become a true entrepreneur.
The problems will become their strength to be better and to set a goal not only for
themselves but also for the business that they want. Entrepreneurs faces a lot of
challenges and struggles but why do they have to continue with their business and what
makes them to stay in the risky process of entrepreneurship. This study will focus what
are the things that motivates the entrepreneurs to be successful and to become a true
entrepreneurs.
1.1.3. Description of the Current Practices
“Entrepreneurial motivation is the process of transforming an ordinary individual to a
powerful businessman, who can create opportunities and helps in maximizing wealth and
economic development” (Trivikram,2016). Motivation serves as the key to continuous
success of a business. The future of the business is determined by how motivated the

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entrepreneur is. Since business is a continuously process of innovation and development
one must not stop to proceed with the entire process, motivation is significant since it
serves as the pushing factor to go through with the process. There different types of
entrepreneurial motivation, first is the self-motivation where the motivation comes from
the entrepreneur itself then the second types is the motivation by others wherein the
motivation comes from the different macroenvironmental factors (R. A. Sharma, 1980, pp.
144-148.) There are several factors that affects the entrepreneurial motivation. The two
 major factors that affects the entrepreneurial motivation is the internal and external factor
(P.N. Mishra, 1986).
1.1.4. Research Gap
Review of related literature suggests that there are several studies conducted regarding
entrepreneurial motivation (R. A. Sharma : Entrepreneurial change in Indian Industry,
Sterling Publishers, New Delhi, 1980, pp. 144-148, Bewn Murthy, M. Chandrashekhar
and M. Gangadhar Rao : Entrepreneurial Process and Promises, Precision,Jan-March
1986.)
Moreover, most of these studies have been mainly undertaken to understand the factors
that affects the entrepreneurial motivation and the relationship between the two. Most of
the studies conducted regarding entrepreneurial motivation has a quantitative approach.
Conducted studies focused on the factors that affects the entrepreneurial motivation and
not the motivation itself. There is also a need for a better understanding of what makes the
entrepreneurs stay on the process.

1.1.5. Your Current Study

This study sought to address the gap given by knowing what motivates the entrepreneurs
to become successful or become a true entrepreneur using qualitative approach. While the
study of Bewn Murthy, M. Chandrashekhar and M. Gangadhar Rao in the study entitled
“Entrepreneurial Process and Promises” explores the area of relationship between the
factors that affects the entrepreneurial motivation and the entrepreneurial motivation the
current study focuses on the entrepreneurial motivation itself.

1.2 Statement of Objectives and Research Questions

For the stated purposes, this study aimed to identify the motivation of small entrepreneurs to
become successful and be a true entrepreneurs. Specifically, the paper aimed to address the
following objectives:

1. Determine the motivation of small entrepreneurs to become successful in business

industry. What motivates small entrepreneurs to become successful?
2. Identify how entrepreneurs faced different challenges and problems in the business field
How do entrepreneurs face different challenges and problems?
3. Identify the goals of entrepreneurs for their businesses

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What makes entrepreneurs think why they should continuously make their business
successful?
4. To know the difference between entrepreneurs and true entrepreneurs
What is true entrepreneurs, and how it differs from other entrepreneurs?

1.2 Significance of the Study

The findings of this research will prove useful to the following entities: • Small
entrepreneurs for they will gain more information on business motivation and an
overview of the business industry
 • Future entrepreneurs the findings can be used as a guide for them to start a
business and enter into business industry
• Corporate/Business World will also benefit from this study since additional or
new knowledge will be tackled
• Future/Other Researchers this study will become a stepping stone to another
study

1.3 Scope and Delimitation

This research attempted to identify what are the motivation of small entrepreneurs to
become true entrepreneurs .Primarily, the focus of this research is on small entrepreneurs
in Metro Manila with an ongoing businesses and aimed to become successful. This study
only covered those since it will become the focus of the study. Hence, the study will
gather accurate and reliable data in that scope.
It should be noted that the present study did not cover international small entrepreneurs,
bankrupt entrepreneurs and successful entrepreneurs due to the reason of it will make the
study nonsense and lost its true way.

II. Review of Related Literature

This chapter contains literature and studies on entrepreneurial motivation. Primarily the
importance of motivation to entrepreneurs in order to succeed. This chapter will help the readers
gain more information about the topic of the paper. The review of related review will cover
business and entrepreneurial motivation, its importance and its definition. This will be discussed
in an organizational pattern from literature to studies that is similar to the topic of the research
paper.

According to the BusinessDictionary.com motivation is internal and external factors that

stimulate desire and energy in people to be continually interested and committed to a job, role or
subject, or to make an effort to attain a goal. In entrepreneurship this motivation helps
entrepreneur to stay in the business track and keep their businesses alive.

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Motivation Factors
Several research studies have been conducted to identify the factors that inspire entrepreneurs.
Achievement motivation is a detailed study of one’s inner ability. According to the advocate of
sociological and psychological factors, entrepreneurship is most likely to emerge either under a
specific set of social conditions or when a society has a sufficient supply of individuals
possessing particular psychological characteristics. But the advocates of economic factors
suggest that economic growth and development and entrepreneurship will occur most likely in
those situations where particular economic conditions are most favorable.
Travikman classified the factors motivating the persons into two types as
follows; 1) Internal factors include the following

(a) Desire to do something new

(b) Educational background

(c) Occupational background or experience.

2) External factors includes;

(a) Government assistance and support

(b) Availability of labour and raw-material

(c) Encouragement from big business houses

(d) Promising demand for the product.

While studying entrepreneurial motivation, (Murthy et.al. ) studied and classified the motivating
factors on different basis. According to them entrepreneurs are motivated to start business
enterprises due to the following three types of factors;

(1) Ambitious factors

(2) Compelling factors

(3) Facilitating factors.

All the factors cannot be equally important for all types of entrepreneurs and, therefore,
entrepreneurs make their own preferences for different types of factors. Business executives,
traders/merchants and engineers/ consultants considered their occupational experience as the most
important motivating factor. It was mainly due to their nature of work handled, before the
promotion ofthe particular project under consideration. Since most of the entrepreneurs from
business executives and engineers/consultants categories were technically and professionally
qualified, they considered educational qualification as the second important motivating factor.
The business executives were also imbued with the spirit of desire to work independently in

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manufacturing line to make use of their knowledge and experience and so they attributed this
desire a third place in their rankings. The desire to work independently shows the need for
achievement of different types of entrepreneurs. It is generally observed that there is higher need
for achievement in executives, engineers and other professionals. McClelland says that in a
mobile society where an occupational position is somewhat dependent upon performance (rather
than on family or political connections) managers/executives should have higher need for
achievement, than men in other occupations. Some entrepreneurs who were employed as
business executives told during the survey work that it did not suit to their temperament to work
for others and, therefore, they started manufacturing work as their own.
 In another study on motivating factors, which was undertaken by P.N.Mishra regarding Indian
Entrepreneurs, the factors prompted them to promote their companies are divided into two major
sub-heads viz., internal factors and external factors.

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Entrepreneurial Motivation

It is often said that a person cannot win a game that they do not play. In the context of
entrepreneurship, this statement suggests that success depends on people’s willingness to become
entrepreneurs. Moreover, because the pursuit of entrepreneurial opportunity is an evolutionary
process in which people select out at many steps along the way, decisions made after the
discovery of opportunities—to positively evaluate opportunities, to pursue resources, and to
design the mechanisms of exploitation—also depend on the willingness of people to ‘‘play’’ the
game. In this paper, we argue that human motivations influence these decisions, and that variance
across people in these motivations will influence who pursues entrepreneurial opportunities, who
assembles resources, and how people undertake the entrepreneurial process. In recent years,
entrepreneurship research has focused largely on the environmental characteristics influencing
firm-foundings (Aldrich, 2000) and the characteristics of entrepreneurial opportunities
(Christiansen, 1997). Although this focus has greatly enhanced our understanding of the
entrepreneurial phenomenon, it ignores the role of human agency. Entrepreneurship depends on
the decisions that people make about how to undertake that process. We argue that the attributes
of people making decisions about the entrepreneurial process influence the decisions that they
make. Although previous researchers have rightly criticized much of the existing empirical
research on the role of human motivation in entrepreneurship (Aldrich & Zimmer, 1986; Carroll
& Mosakowski, 1987), we argue that inadequate empirical work does not negate the importance
of understanding the role of human motivation in the entrepreneurial process. In fact, even
sociologists who have argued strongly against the usefulness of trait-based research in
entrepreneurship implicitly acknowledge that motivation must matter to this process. Aldrich and
Zimmer (1986, p. 3), for example, write, entrepreneurial activity ‘‘can be conceptualized as a
function of opportunity structures and motivated entrepreneurs with access to resources’’ (italics
added). We also believe that these criticisms have resulted in insufficient consideration of the
role of the human motivation in the entrepreneurial process in recent entrepreneurship research.
Consequently, we are left with theories of entrepreneurship that do not consider variation in the
motivations of different people. We believe that such an omission is problematic because, as
Baumol (1968, p. 66) eloquently argued, the study of entrepreneurship that does not explicitly
consider entrepreneurs is like the analysis of Shakespeare in which ‘‘the Prince of Denmark has
been expunged from the discussion of Hamlet.’’

Motivation and entrepreneurship: important motivational concepts from prior quantitative

research

Previous research has explored several motivations and their effects on entrepreneurship. In this
section, we discuss several of these concepts. However, we do not provide a complete review of
prior empirical research for two reasons. First, the definitions of entrepreneurship used in
previous empirical research on motivation and entrepreneurship are inconsistent with our
definition, making it impossible to draw direct implications of prior work for

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research using our definition.5 Second, prior research hassuffered from significant
methodological problems that we discuss below, making prior findings suggestive rather than
conclusive, even for research that employs the same definition of entrepreneurship as was used in
those studies. Therefore, we discuss previous empirical research only to illustrate the ways in
which motivation can influence different aspects of the entrepreneurial process. Need for
achievement Within the research domain of personality traits and entrepreneurship, the concept
of need for achievement (nAch) has received much attention. McClelland (1961) argued that
individuals who are high in nAch are more likely than those who are low in nAch to engage in
activities or tasks that have a high degree of individual responsibility for outcomes, require
individual skill and effort, have a moderate degree of risk, and include clear feedback on
performance. Futher, McClelland argued that entrepreneurial roles are characterized as having a
greater degree of these task attributes than other careers; thus, it is likely that people high in
nAch will be more likely to pursue entrepreneurial jobs than other types of roles. Johnson (1990)
conducted a traditional review of 23 studies, which varied regarding samples, measurement of
nAch, and definitions of entrepreneurship. Based on this group of studies, Johnson concluded
that there is a relationship between nAch and entrepreneurial activity—in this case, nAch
distinguished firm founders from other members of society. In a similar review of 19 studies,
Fineman (1977) concluded that both projective and questionnaire measures of nAch significantly
predict firm founding. Collins, Locke, and Hanges (2000) conducted the first and only
meta-analysis of nAch and entrepreneurship studies, examining 63 nAch and entrepreneurship
studies. The overall finding of the meta-analysis is that nAch is significantly related to founding
a company. The nAch both differentiated between entrepreneurs and others (mean r =.21) and
predicted the performance of the founders’ firms (mean r =.28). Further, they found no
significant differences in the predictive validity of three different measures of nAch (TAT,
questionnaires, and the Miner Sentence Completion Scale). Moreover, Collins et al. (2000) found
that the relationship between nAch and entrepreneurial activity was moderated by several factors.
First, nAch was a more robust predictor of group-level effects (e.g., mean differences between
firm founders and another profession, mean differences between high performing and
low-performing founders) than individual level effects (e.g., predicting the performance of
individuals). Second, they found that while nAch is a strong differentiator between firm founders
and non-managerial employees (mean r =.39), it is not a strong differentiator between firm
founders and managers (mean r =.14). Based on these results, Collins et al. (2000) concluded that
nAch is an effective tool for differentiating between firm founders and the general population but
less so for differentiating between firm founders and managers. Further, they concluded that
nAch might be particularly effective at differentiating between successful and unsuccessful
groups of firm founders. Thus, nAch could play a very useful role in explaining entrepreneurial
activity. Risk taking Risk-taking propensity is another motivation of interest, which emerged
from McClelland’s (1961) original research on entrepreneurs. McClelland claimed that
individuals with high achievement needs would have moderate propensities to take risk. This
claim by McClelland is especially interesting for entrepreneurship research because the
entrepreneurial process involves acting in the face of uncertainty. Liles (1974) argued that

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entrepreneurs often must accept uncertainty with respect to financial well-being, psychic well
being, career security, and family relations. Moreover, several theories of entrepreneurship view
the entrepreneur as bearing residual uncertainty (Venkataraman, 1997). Atkinson (1957) argued
that individuals who have higher achievement motivation should prefer activities of intermediate
risk because these types of activities will provide a challenge, yet appear to be attainable. On the
other hand, individuals who score high on the motive to avoid failure will avoid intermediate
risks. Instead, they will prefer easy and safe under-takings (because there is a high chance of
success) or extremely difficult and risky ones (because it will be easy to explain failure without
accepting personal blame). Following the lead of Atkinson, risk-taking propensity has been
defined in the entrepreneurship literature as the willingness to take moderate risks (Begley,
1995). Despite these theoretical claims, previous research suggests that firm owners do not differ
significantly from managers or even the general population in risk taking (Low & Macmillan,
1988). For example, Litzinger (1961) failed to find any difference between motel owners and
motel managers on risk preference. Kogan and Wallach (1964) found that firm founders
clustered around the mean risk
taking score of the general population. In comparisons of firm founders and managers, neither
Babb and Babb (1992) nor Palich and Bagby (1995) found significant differences between the
two groups in terms of risk taking propensity. However, none of the above studies identified if
firm founders were low, moderate, or high risk-takers. Only Brockhaus (1980) tested for the
actual level of risk taking, and he found that firm founders did prefer moderate risk but did not
differ from managers in this regard. Only one study found a difference between firm founders
and managers in this motivation. In a study of 239 New England business executives, Begley
(1995) found that risk-taking propensity was the only trait on which founders and non-founders
differed. As with the studies described above, Begley failed to identify whether the level of
entrepreneurial risk taking was low, moderate, or high. While these empirical findings suggest
that risk taking may or may not be an entrepreneurial motivation, self-efficacy may be
confounding the findings. Several recent evaluative studies using interviews and expert
evaluations (e.g., Corman, Perles, & Vancini, 1998; Fry, 1993) showed that firm founders
objectively have a higher propensity for risk than do members of the general population, but that
firm founders do not perceive their actions as risky. Similarly, Sarasvathy, Simon, and Lave
(1998) found that when expert firm founders were asked to evaluate the same entrepreneurial
simulations as bankers, the firm founders saw opportunities in information that the bankers
thought indicated risk. Thus, the measurement of risk-taking propensity may be confounded with
high self-efficacy. Tolerance for ambiguity Schere (1982) argued that tolerance for ambiguity is
an important trait for entrepreneurs because the challenges and potential for success associated
with business start-ups are by nature unpredictable. Budner (1982) defined tolerance for
ambiguity as the propensity to view situations without clear outcomes as attractive rather than
threatening. Because entrepreneurs continually face more uncertainty in their everyday
environment than do managers of established organizations, entrepreneurs who remain in their
jobs are likely to score high on tests for this trait than would managers. There is mixed support
for this prediction. Begley and Boyd (1987) found that firm founders scored significantly higher
in tolerance for ambiguity than did managers, defined as non-founders

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working in business. In smaller sample studies, both Schere (1982) and Miller and Drodge (1986)
found that firm founders were significantly higher in tolerance for ambiguity than were managers.
Finally, based on a review of four additional studies, Sexton and Bowman (1986) identified
tolerance for ambiguity as a distinguishing psychological characteristic between firm founders
and managers. However, several studies did not match these findings. Babb and Babb (1992)
found no significant difference in tolerance for ambiguity between founders and non-founders of
rural businesses in Northern Florida. Similarly, Begley (1995) found no significant differences
between New England firm founders and managers on their tolerance for ambiguity. This
inconsistency in findings and potential methodological problems in the research that provides
support for the tolerance of ambiguity proposition suggests that we do not yet know if tolerance
of ambiguity is a motivation that affects any part of the entrepreneurial process. Locus of control
Another motivational trait that has received attention is locus of control—the belief in the extent
to which individuals believe that their actions or personal characteristics affect outcomes.
Individuals who have an external locus of control believe that the outcome of an extent is out of
their control, whereas individuals with an internal locus of control believe that their personal
actions directly affect the outcome of an event (Rotter, 1966). As McClelland (1961) discussed
earlier, individuals who are high in nAch prefer situations in which they feel that they have direct
control over outcomes or in which they feel that they can directly see how their effort affects
outcomes of a given event. This point was extended by Rotter (1966) who argued that
individuals with an internal locus of control would be likely to seek entrepreneurial roles because
they desire positions in which their actions have a direct impact on results. The research on locus
of control suggests that firm founders differ from the general population in terms of locus of
control. Shapero (1977) found that firm founders from Texas and Italy were more ‘‘internal’’
than other groups of professions reported by Rotter (1966). This same pattern holds with female
firm founders versus the general female population (Bowen & Hisrich, 1986) and with Black
firm founders versus the general Black population (Durand, 1975). While locus of control
orientation differs between firm founders and the general public, most studies have not found a
difference between firm founders and managers on locus of control, a result similar to the
situation with studies on nAch. For example, Babb and Babb (1992) found no differences in
locus of control between founders and managers in small businesses in Northern Florida.
Similarly, Brockhaus (1982) found that managers and owners of new businesses did not differ on
locus of control. In a longitudinal study of students, Hull, Bosley, and Udell (1980) found that
locus of control did not differentiate between students who went on to work in managerial
positions and those who started their own business. Finally, in the studies of New England
entrepreneurs, Begley (1995) and Begley and Boyd (1987) found that locus of control did not
distinguish between founders and managers. We suspect that one reason for the difference
between firm founder and the general population, but not between founders and managers, is the
similarity between founding a company and managing. Defining entrepreneurial situations as
starting a company rather than working for others might not capture the real differences between
entrepreneurial and non-entrepreneurial situations. For example, serving as a manager in a
rapidly growing high-technology company might demand greater entrepreneurial

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motivations than starting a corner grocery store. Self-efficacy Self-efficacy is the belief in one’s
ability to muster and implement the necessary personal resources, skills, and competencies to
attain a certain level of achievement on a given task (Bandura, 1997). In other words,
self-efficacy can be seen as task-specific self-confidence. Self-efficacy for a specific task has
been shown to be a robust predictor of an individual’s performance in that task and helps to
explain why people of equal ability can perform differently. An individual with high self-efficacy
for a given task will exert more effort for a greater length of time, persist through setbacks, set
and accept higher goals, and develop better plans and strategies for the task. A person with high
self-efficacy will also take negative feedback in a more positive manner and use that feedback to
improve their performance. These attributes of self-efficacy may be important to the
entrepreneurial process because these situations are often ambiguous ones in which effort,
persistence, and planning are important. One study directly assessed the effect of self-efficacy on
some dimension of the entrepreneurial process. Baum (1994) assessed firm founders in the
architectural woodworking industry on a number of variables including general traits and
motives (e.g., tenacity and positive affectivity), specific skills and competencies (e.g., industry
experience and technical skills), situation-specific motivation (e.g., goal setting and
self-efficacy), vision, and strategic action (e.g., quality and service emphasis). In a LISREL
model, Baum found that self-efficacy (measured as the self efficacy to grow the company) had a
strong positive relationship with realized growth. In fact, it was the single best predictor in the
entire array of variables. Goal setting Tracy, Locke, and Renard (1998) conducted a study of the
owners of small printing firms. Both concurrent and longitudinal measures of four aspects of
performance were obtained: financial performance, growth, and innovation. The quantitative
goals the entrepreneurs had for each outcome were significantly related to their corresponding
outcomes, both concurrently and longitudinally (nAch in this study was unrelated to
performance). Baum, Locke, and Smith (2001) also found that growth goals were significantly
related to the subsequent growth of architectural woodworking firms. Although there have been
other studies of entrepreneurial goals, to our knowledge, only these two have related quantitative
measures of goal difficulty to perform.

III. Methodology

This chapter will discuss the research paper’s research design, context and its participants, the
instruments, data collection procedure and the data analysis. This chapter proves that the data
gathered are reliable and valid. Ethical considerations will also be discuss on this chapter.
3.1 Research Design
This study used qualitative approach to describe and understand how motivation is
important in business world also to formulate ideas on what are the motivation of small
entrepreneurs to become successful based on the participant’s responses. This research
paper used a case study design to have an in-depth description and analysis of

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entrepreneurial motivations. Data sources are based from the participant’sresponses
during the interview.
3.2 Context and Participants
The purposive sample (N=10) was selected using the following criteria (a) an owner of a
small business (b) motivated to stay in the business field and (c) has the goal of becoming
a true entrepreneur. Entrepreneurs of both genders were interviewed (See Table 1). All of
the participants are Metro Manila residents. Verbal and written information was provided
before the interview was conducted. The interview continued until data saturation was
obtained, data saturation usually signals completion of data collection on a particular
phenomenon (Streubert-Speziale & Carpenter,2003) Interviews were conducted in
different places such as in the residence of the participants and a small coffee shop in
Cubao, Quezon City. The place where the interviews were conducted was based on the
participant’s convenience.

Table 1
Demographic Characteristics (N=10)
 Characteristics Category Result

Gender Male 4
Female 6

Age 18-25 2
26-35 2
36-50 4
51-60 2

Marital Status Single 3

Married 4
Widow 3

Business Sari-Sari Store 3

Parlor 1
Online Shop 2
Trading and 1
Advertisement Canteen 2
Water Station 1

3.3 Ethical Considerations

Participants received a written and verbal explanation before the interview began they
are also oriented on the study objectives and purposes. The participants were informed
that their identity will remain confidential. Confidentiality was assured by using code
numbers instead of participant’s names. The cover letter is a written explanation that
contains the following (a) purpose of the study (b) procedures (c) possible risk or
discomfort (d) possible benefits (e) financial considerations (f) confidentiality (g)
termination of research study (h) available sources of information and (i) authorization.

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3.4 Research Instruments
The research instruments used in this study is qualitative interview with and interview
guide, it is way of data collecting where the researchers talk personally with the
participants that made the data more honest and credible. This study used formal
interview which means with an interview guide to obtain information that will describe
the demographic, opinions and knowledge of the participants. The researchers prepared a
cover letter before an interview was conducted the cover letter contains the following (a)
purpose of the study (b) procedures (c) possible risk or discomfort (d) possible benefits
(e) financial considerations (f) confidentiality (g) termination of research study (h)
available sources of information and (i) authorization.
3.5 Data Collection Procedure
The data gathered did undergone into procedures, for the reason that data collected must
be validated. The researcher went to the different places in Metro Manila for the
participant to be convenient and prepared and interview guide that is useful for data
 gathering. An interview was conducted for data gathering procedure and it lasted until the
data were saturated. Before the interview was conducted, the researchers prepared a cover
letter which contains the purpose of the interview and to ensure the confidentiality of the
data gathered.
3.6 Data Analysis
After the data gathering procedure, the data will go under analysis. One of the useful
way to analyze a data in a qualitative research is coding. Coding is an analytical process
used to categorize the data gathered. This process involves the use of codes, which refer to
words or phrases that describe a concept or piece of information (J.Barrot,2018 p. 150).
This study followed the three levels of coding according to J. Barrot in his book Practical
Research for Senior High School. These include (1) Initial coding: identifying concepts
and labelling the identified concepts using codes; (2) Intermediate coding: identifying
categories and subcategories and (3) advanced coding formation of core category and
delimitation of primary theory.
During the initial coding grouping of small chunks of words were done. Related words
were identified and labeled accordingly. After the initial coding, intermediate coding will
follow. Classifying each related terms in order to form a subcategories. Comparison of
first set of data to the succeeding sets of data and subcategories were made in this level of
coding. This phase was performed using axial coding (Strauss and Cobin 1990) ; that is,
linking the subcategories to produce fully developed individual categories and then
linking these individual categories together to produce a core category. During
intermediate coding data were reconnected particularly those that conceptually related.
Finally, during the advance coding, an explanation for the data gathered in relation to the
topic being studied was provided. Relating theories from the final data analysis is done.

14 | Page
IV. Results and Discussion
This portion discuss and presents the findings of the study from the interview
conducted and validated from the data coding scheme. This chapter will provide
excerpts from the actual response of the respondents to make the data clear and
comprehensible. This study followed the format of presenting the results and
discussion from the book of J. Barrot. The results are presented in relation to the
research questions and objectives which is also the main purpose of the study. This
chapter also explained the gathered data from the interview conducted based from the
data coding scheme or data analysis

Motivation of Small Entrepreneurs to Become Successful

The main objective of this study is to identify what are the motivation of small
entrepreneurs to become true or successful entrepreneurs. Response from the
participants were summarize by using a table gathered from the data coding analysis.
(See table 2)
 RESEARCH PARTICIPANTS REPONSE
OBJECTIVE

Motivation of small Participant 1 own dreams, stories

entrepreneurs to of true
become true entrepreneurs
entrepreneurs/
successful entrepreneurs Participant 2 Dreams and family

Participant 3 God, family, money

Participant 4 Knowledge,
customer
satisfaction

Participant 5 Family, stories of

true entrepreneurs

Participant 6 Business expansion

Participant 7 family

Participant 8 Family, stories of true

entrepreneurs

Participant 9 Family, knowledge

Participant 10 Stories of true

entrepreneurs

Table 2 : motivation of small entrepreneurs in the business

The researchers formulate several questions based on the objectives of the study or the research
questions in order to achieve meaningful data. The data presented in the table undergone to the
process of data coding analysis, this portion aims to identify the motivation of small

15 | Page
entrepreneurs to become a successful one. One of the participants answered that the true driving
factor of entrepreneurs to stay in the business is the family and the stories of true entrepreneurs.

“the inspiring story of entrepreneurs that came from the poor family who are now successful and
become true entrepreneurs because they never stop pursuing their dreams that is one of my
motivation” (Participant 5,2018)

Most of the small entrepreneurs are inspired by the stories of the true or successful
entrepreneurs.
“We are motivated by known business people such as Henry Sy. We dream to become like them
someday.” (Participant 8, 2018)

According to Travikram (2016) influence is one of the external factors that motivates
entrepreneurs. “people get influenced by seeing successful entrepreneurs or by the words of
others.” (Travikram, 2016). Small entrepreneurs is motivated by the stories of successful
businessmen they believed that they will also make a story of success just like them. By reading
successful stories of entrepreneurs, small entrepreneurs is motivated because of the same hardship
that they are experiencing or have been experienced.

One of the motivation of small entrepreneurs is their family. One must do everything for his
family and they are also an effective motivator.

“My ultimate motivation and motivators are my child and husband” (Participant 6, 2018)

According to the Travikram’s chart of motivation family is also an external motivation of an

individual. According to the study of Menges, J. I., Tussing, D., Wihler, A. & Grant, A.(2016) on
how family motivation energizes effort and compensates for intrinsic motivation, family
motivation is the desire to expend effort to benefit one’s family. The words of encouragement of
a family member is a key factor that motivates entrepreneurs. Family motivation is likely to
involve intense motivational arousal because of its deep connection with one of the most
fundamental values in society (Schwartz et al., 2012). A survey on the priorities of man caring
for the family ranks as the second most important priority in life, trailing only behind avoiding
sickness (Grant,

16 | Page
2007). This devotion to family members not only trumps priorities related to independence,
influence, recognition, enjoying life through leisure, and a world at peace, but also concern for all
other groups of people (Schwartz, 2015). Research has established that kinship is a powerful
driver of emotional closeness (Korchmaros & Kenny, 2001), which in turn influences the degree
to which people expend effort on behalf of a beneficiary (Grant, Campbell, Chen, Cottone,
Lapedis, & Lee, 2007). The frequency of contact with beneficiaries is also often higher in the
case of family motivation than for other forms of prosocial motivation. Also when the
beneficiary is the family, entrepreneurs may feel that their spouses and children are dependent
only on them, experiencing the feeling of personal responsibility that is known to motivate effort
(Morrison & Phelps, 1999; Pearce & Gregersen, 1991; Weiner, 1985). As a powerful form of
prosocial motivation, family motivation is likely to be more autonomously regulated than
extrinsic motivation. According to self-determination theory (Gagne & Deci, 2005), whereas
extrinsic motivation involves working solely to obtain rewards or avoid punishments, family
motivation involves identifying work as attached to a core value or integrating it into an entire
value system.

Another motivation of an entrepreneurs is the dream or goals that they have for their business.
Man is actually driving by their personal dreams and goals in life. According to the Travikram’s
chart motivation personal goals and dreams are the internal and one of the important motivation
of a person. Since it is internal there are no outside factors influencing it. It is the inner desire of
a person. From the day to day activities of an entrepreneurs they set their own business goals and
they used it as their motivation to achieve more goals.

“The motivation of every entrepreneur is his/her dreams. We want to fulfill that dreams so that
we can make ourselves satisfied and for me, that is one of the motivation of every entrepreneur”
(Participant 1, 2018)

Satisfying oneself is one of the personal priority of a man (Animan,2003) Hence, achieving
one’s goals makes a person satisfied. The entrepreneur’s dreams and goals for their business used

17 | Page
it to stay in the long run of business. They used it as a strong motivation to achieve more. The
goals that they already achieved makes them more motivated since it is a proof that they are
progressing and developing in running the business.

Knowledge is also a key driver for an entrepreneur. Aiming to learn more knowledge on the
chosen field motivates them to stay in the business field. A true entrepreneur is not just successful
in making money but also in knowledge. In comparison to the small entrepreneurs, these small
entrepreneurs have only a few knowledge in the business field which makes them stay because of
their hunger to the learning and discoveries in their chosen field.

Money is also a motivation for an entrepreneur since money is also power. According to Jan
Ketil Arnulf (2003) The prospect of better wages drives a large global migration and motivates
young people around the world to fill schools of all types in hopes of a more prosperous future.
This mean that money is not just a motivation for adults or for those who wants to start their
business, Money in the form of wage is also a motivation for those students to perform well in
their schools for a prosperous future. Money is something that helps every individual to survive
in this world, almost everything you see outside have a price tag, therefore you need money to
buy it or else you will not have it. “If you're saving, you're succeeding" A quote from Steve
Burkholder. This mean that money define someone's success, If you have more than enough, If
you saved a lot of money on the bank , this mean that You are successful because your asset is
increasing rather than decreasing, saving money is hard since living nowadays is pricey.
According Jan Ketil Arnulf , In 2000, the psychologist Daniel Kahneman received the Nobel
Prize for having demonstrated exactly this: The human brain can be influenced by money, but we
have no precise sensory organ for the most intricate calculations. This mean that money could
really have a great impact on someone's every decision. According to Robert Kiyosaki (2002) It
is not how much money you make, but how much money you keep, how hard it works for you,
and how many generations you keep it for. Money is not something you can just have, and it is
not also something you can just waste, someone's success will be just seen after the people of this
world count every single coin

18 | Page
on his or her bank account . As an individual your necessities and wants could only be achieve by
the use of money. Money as a motivation is necessary since money makes everyone's
dream,wants and needs come into their life.

Challenges and Problems Faced by an Entrepreneur

Success comes with various challenges and problems. Another objective of this study is to
identify how entrepreneurs faced those kind of problems.

RESEARCH PARTICIPANTS REPONSE

OBJECTIVE

How entrepreneurs Participant 1 Being strong

faced different
challenges and Participant 2 Trying, acceptance
problems in the
business field Participant 3 Accept, use failures as
weapon

Participant 4 planning

Participant 5 Proactive thinking

Participant 6 planning

Participant 7 Proactive thinking

Participant 8 Planning,proactive
thinking

Participant 9 Planning

Participant 10 Pro active thinking

Table 3 How do entrepreneurs faced different challenges in the business

A proactive company is one that places greater emphasis on forward-thinking strategic planning
as opposed to reactive strategies to deal with problems or to approach opportunities as they arise.
Being proactive offers a business a lot of advantages when approaching business opportunities
and managing problems. Individuals who tend to be proactive have a disposition geared toward
taking intentional action, helping them create their own environment, future and fate. They don’t
wait for others to make decisions or decide their future for them – they create their own path.

19 | Page
“In an entrepreneurial sense, this means that if you have a proactive personality you firmly
believe that you control the fate of your business,” an Inc.com article noted. “Other factors –
economy, competition, etc. – influence it, but you are responsible for its success.”

If this personality archetype sounds like you, then entrepreneurship via franchise ownership may
be the right path for you. When it comes to franchise ownership, possessing a proactive mindset
is an advantage. However, if you tend to stay reactive in situations, luckily for you this tendency
can be easily transformed. Studies show that having a proactive personality can be an indicator of
entrepreneurial aspirations and success. When you think about it, this makes sense. Many
qualities that make for a successful entrepreneur are typically ingrained in proactive individuals.
The main findings of this research stems from the idea that you can increase your likelihood of
success by taking initiative more often. Conversely, those who are reactive in nature aren’t as
likely to sustain long-term success because they don’t take preemptive measures to change their
results.

In terms of self-sufficiency, when you look at owning a business as a vehicle to success,

possessing an active outlook is necessary. Many individuals suffering from Battered Career
Syndrome make the decision to leave their corporate 9-5 job to have a bigger say and more
control over their future by ultimately becoming self-sufficient. Having this hands-on worth ethic
to take your future into your own hands is a sign of being proactive and can be a great fit for
franchising.

As a franchisee, you are the decision maker in your business and you are responsible for the fate
of your franchise entity. Although you have support of the franchisor and other franchisees in the
system and the system guardrails are designed to save yourself significant time, energy and
money, you will call the shots and others working at your establishment will rely on you for
guidance and authority. Proactively taking measures and action to grow your franchise,
communicate with employees and make sure that everything is running smoothly is essential to
running your business.

20 | Page
Goals of an Entrepreneur for their Businesses
This study aims to identify the goals of entrepreneurs for their business. The reason why they
are motivated and why do they sacrifice their time in running the business.

RESEARCH PARTICIPANTS REPONSE

OBJECTIVE

Goals of an entrepreneur Participant 1 Business expansion

Participant 2 Make more money

Participant 3 More profitable

Participant 4 To be known

Participant 5 expand

Participant 6 To be known

Participant 7 to gain more money

Participant 8 More profitable

Participant 9 expand

Participant 10 More profitable

Table 4 Goals of an entrepreneur for the business

According to University of Wisconsin-Extension in collaboration with Ohio State Extension and

Minnesota Extension(2000) Retaining and expanding existing businesses is a common economic
development strategy because this is typically less costly and time intensive than recruiting new
businesses. The success of existing businesses provides proof of the economic viability of a
district. Business expansion doesn't just prove that your business is going well on its field it also
represent the good economic status of the district where your business is built at. Expanding is a
common strategy to maintain your business on its field, it is common to that a certain business
undergo expansion for more profit and for more opportunities. According to Don
Hofstrand(1997), A retired extension value added agriculture specialist, Profitability is the
primary goal of all business ventures. Without profitability the business will not survive in the
long run. This mean that the common goal of every business venture is to gain profit and to make
their business more profitable in the future. A profitable business have more chance on surviving
on its field, profits could be used for expansions and for further developments on the business.
The importance of business name getting known by the world is that the particular business
name will be familiar to many, by achieving the business name getting familiar to many, this
might result to an increasing sales and more profit. There are different definition of success for
every entrepreneurs, some says that making your business profitable is enough to declare
yourself a successful one, other says that you have to be known by many to consider yourself and
your business successful, but there is one thing that makes yourself and your business being
categorized as unsuccessful , that is failure, If you failed to manage your business that simply
mean that you didn't succeed on the field of business.

21 | Page
V. Conclusion
5.1 Summary
Several motivation are presented in this study that aims to identify what are those
motivations of an entrepreneur. The data gathered went into data coding scheme in case
study research design. This research papers aims to identify the motivation of small
entrepreneurs to become true entrepreneurs according to the data gathered the driving
factors or the entrepreneurial motivation are the entrepreneur’s dreams and goals, their
family’s future, God, money and legacy, knowledge and learnings, and the successful
stories of a true entrepreneurs. Also this study aims to identify how entrepreneurs face
different challenges in running the business according to the participants thinking pro
actively and planning before executing is the key to face the problems. The study also
shows that expanding or business expansion and making the business more profitable and
known are one of the goals of an entrepreneur for their business this is also the reason
why they are motivated to stay in the business field. The difference between typical or
small entrepreneurs from true entrepreneurs also emphasized in this study. Typical or
small entrepreneurs are those entrepreneurs who still work hard to make their business
profitable or known by others while true entrepreneurs already made a name or legacy in
the business field.

5.2 Conclusion Subsection

This study provides the information about entrepreneurial motivation. There are different
motivation of an entrepreneur that made them stay in running the business. Most of the
participants are motivated by an external factor rather than an internal factor. The
motivations of a small entrepreneur to become a true and successful one are not for
themselves but for their family instead. Being an entrepreneur is also a need to be a pro
active thinker since it is one of the strategy to face different problems in the business
field. A plan before hand is a must if one wish to become an entrepreneur. Meaning of
success may vary from one person to another but for an entrepreneur the meaning of
success is achieving the goal set for the business itself.
5.3 Implications of the Findings
The findings of the study will relate to the issues that can be looked in accordance with
the study’s findings.
(a) Practical Implications
The findings of the study can address the issue relating how strong family motivation
is and for the strategies on how to face business problems
(b) Theoretical Implications
The study’s result and findings can prove the theory of importance of motivation in
running the business also the factors that affects the entrepreneur’s decision in running
the business.
(c) Methodological Implications
 This study used a case study research design in qualitative approach, the findings on
the study can be used as reference for a quantitative research as one of their variable.
Data coding scheme used in the study can also use for grounded theory research
design.

22 | Page
5.4 Limitations of the Study
The findings of the study cannot be extended to other setting and to a wider population.
Since the study used a case study research design which only needed 1 to 15 participants,
findings cannot be extended to more than 15 participants also the findings cannot be
extend to international setting since only entrepreneurs from the Philippines are the
participants. Findings from this study that focused on family motivation is not extended
to the study in relation with entrepreneurs that has a broken family or abandoned
entrepreneurs.
5.5 Recommendations
For future researchers the findings of the study can be used for the related literature and
for data validation. The study can validate the findings of other studies in relation to
entrepreneurial motivation. Quantitative research can used this study for the theoretical
framework of the study being conducted. Business field can used the study’s findings to
see how small entrepreneurs face different challenges in running the business this will
also show how innovative business trends is.
23 | Page
APPENDICES

i. Interview Guide

Name of Participant: ___________ Date: ________ Venue: ______________

Time: _________

1. How old are you?

2. What is your marital status?
3. What is/are your business/es
4. What do you think is the motivation of every entrepreneur to become true entrepreneur?
5. How entrepreneur handles failures in their business?
 6. Why did you choose to become entrepreneur and continue to reach to become true
entrepreneur in the future?
7. How do entrepreneur use their motivations to:
8. a.) their dreams
b.) their work

ii. Consent Form

RESEARCH SUBJECT INFORMED CONSENT FORM

To the Prospective Research Subject: Read this consent form carefully and ask as many questions as you
like before you decide whether you want to participate in this study or not. You are free to ask questions
at any time before, during or after your participation in this research.

PROJECT INFORMATION
Project Title: MOTIVATION OF SMALL ENTREPRENEURS TO BECOME TRUE
ENTREPRENEURS: A QUALITATIVE STUDY
Researchers: Patricia Abalos, Princess Aranan, Queenie Macalinao, Richmond Santos and
Josephine Zarco
School: Nazareth School of National University

24 | Page
1. PURPOSE OF THIS RESEARCH STUDY
You are being asked to participate in a research study designed to identify the motivation
of small entrepreneurs to become true entrepreneurs. Specifically, the study aims to (a)
know the motivations of small entrepreneurs to become successful (b) identify how
entrepreneurs face challenges in running the business (c) identify the goals of
entrepreneurs for their businesses.
2. PROCEDURES
The purpose of interviewing small entrepreneurs is to obtain data on the existing
entrepreneurial motivation. Specifically, you will be asked to do the following: • You will
be interviewed for atleast 30 minutes about your business motivation • You will be asked
on your problem solving strategy
• You will be asked about your business goals
• You will be asked to certify the transcript of the interview
3. POSSIBLE RISKS OR DISCOMFORT
No known or possible risks can pose danger to you in any form as this research will only
involve an interview. This interview, however may consume a portion of your time. To
lessen the possible inconvenience in your part, the interview will be done at a place most
 convenient to you (e.g., your residence)
4. POSSIBLE BENEFITS
• The findings of this research will benefit the academe for they will use it in the
future studies.
• Entrepreneurs like you, they will be guided by the findings obtained in this study in
running the business
• Future entrepreneurs, they can use this as an overview on what is business field all
about
5. FINANCIAL CONSIDERATIONS
No additional cost on your part might result from your participant in this
study. 6. CONFIDENTIALITY
Your identity in this study will be treated with utmost confidentiality. The results of the
study or any other data maybe published for academic purposes, but will not give your
name or include any identifiable references to you.
7. TERMINATION OF RESEARCH STUDY
You are free to choose whether or not to participate in this study. There will be no penalty
if you choose not to participate. You will be provided with any significant new findings
developed during the course of this study that may relate to your influence or willingness
to continue participation. In the event that you decided to discontinue your participation in
the study no fee shall be given to you.
8. AVAILABLE SOURCES OF INFORMATION
Any further questions you have about this study will be answered by the head researcher
Name: Princess Aranan
Contact Number: 09272129708

25 | Page
9. AUTHORIZATION
I have read and understood this consent form, and I volunteer to participate in this
research study. I understand that I will receive a copy of this form. I voluntarily choose to
participate, but I understood that my consent does not take away any legal rights in the
case of negligence or other legal fault of anyone involved in this study. I further
understand that nothing in this consent form is intended to replace any applicable laws.

_____________________
Participant’s Signature over printed name

____________________
Date

_________________________
Head Researcher’s signature over printed name

____________
Date
26 | Page
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