being entrepreneurial, the brunei perspective

8/10/2019 Being Entrepreneurial, the Brunei Perspective

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International Journal of Economy, Management and Social Sciences, 2(3) March 2013, Pages: 44-55

TI Journals

International Journal of Economy, Management and Social Scienceswww.waprogramming.com

ISSN2306-7276

* Corresponding author.

Email address: [email protected], [email protected], [email protected]

Being Entrepreneurial, the Brunei PerspectiveProf. Patrick Kim Cheng Low

1, Dr. Habrizah Hussin

2, Sik-Liong Ang

3

1Associate, University of South Australia. 1Faculty of Business, Economics & Policy Studies, Universiti Brunei Darussalam, Brunei.2Senior Lecturer, Faculty of Business, Economics & Policy Studies, Universiti Brunei Darussalam, Brunei.3Research Asistant, Faculty of Business, Economics & Policy Studies, Universiti Brunei Darussalam

A R T I C L E I N F O A B S T R A C T

Keywords:

Entrepreneur

young Bruneiansgovernment

business owner

learningmind growth

Brunei, a country producing oil and gas for over 80 years, faces the need to boost entrepreneurship

to diversify the countrys economy and to increase its non-oil or gas dependent income/revenue.

This economic diversification can have important benefits for the country, both economically and

socially when the finite fossil fuels run out in the near future. The current generation of young

Bruneians will be the future business leaders and decision makers. Accordingly, the quantitativeresearch is interested in investigating the attitudes and opinions of the young Bruneians towards

entrepreneurship and the factors influencing the development of entrepreneurial qualities to

complement existing or future government initiatives in this area. Therefore, the research study(survey by responding to questionnaire method) is targeted at members of the younger generation

(age from 18 to 23 years old) of Brunei from the secondary school students and the university

undergraduates. The authors analysed, interpreted and discussed on the findings, and subsequentlyhighlight the key obstacles to entrepreneurial thinking in Brunei, The authors also recommend the

ways that the government can espouse and implement to get their people to being more

entrepreneurial. This includes to promote an entrepreneurial frame of mind; having an open mind

and making people a bit hungry as well as making them think proactively learn, being more

independent or simply toughen them up. This research study demonstrates the importance of

individuals personal attributes, such as psychological and demographic factors, which combine

with environmental factors that would encourage and promote entrepreneurship. Agreeably, the

individuals discovery of an opportunity and the successful exploitation of that opportunity are also

in the promotion of entrepreneurship in the Brunei context.

2013 Int. j. econ. manag. soc. sci. All rights reserved for TI Journals.

1. Introduction

One of the key challenges facing many nations in the world including Brunei is the need to boost entrepreneurship. The development ofentrepreneurship has important benefits, both economically and socially. It is the driving force for the creation of jobs; it providescompetitiveness and growth within the nation; it contributes to personal fulfilment and it helps in the achievement of social objectives. In

this respect, one of the biggest challenges of Brunei is to promote a PASSION for enterprise amongst its people particularly the youngergeneration, and provide the best environment for business with ever more positive attitudes towards enterprise and doing business.

2. Literature Review and Research Methodology

2.1. DefinitionsAn entrepreneur is defined as a person who sets up business and has business deals. The entrepreneurial process has been described as a

blend between the individuals personal attributes, such as psychological and demographic factors, which combine with environmental

factors and the individuals discovery of an opportunity and the successful exploitation of that opportunity (Shane, 2003). An entrepreneurmakes money either by being his or her own boss or by taking risk and investing money on some businesses. Take for example, (s)he might

invent or design something and pay to have it made so people can buy it. (S)he might buy stock in a company and make money from it.(S)he might even set up a fast food shop in a busy town to do business or planting vegetables at the back of the garden and sell them in amarket. In another words, if (s)he can make money without working for an organization or someone else, (s)he is an entrepreneur. An

entrepreneur is the sole brains of the organisation, gathering resources and channelling ideas and capital for the business (Metussin, et al,2011). Mentality is a mindset, a frame of mind or an approach, a way of thinking and an attitude. Therefore, to be more entrepreneurial is

to be more business-minded, venturing into businesses and commercial activities both locally and overseas. When one subscribes to such away of thinking, one would prepare to take risk and set up business(es) to gain or reap profits, invest or be an industrialist rather than justopting for plain or steady employment whether in governments or in multi-national corporations (MNCs). To be more entrepreneurial is

also to be more creative or innovative in ones ways of doing business.


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Being Entrepreneurial, the Brunei Perspective

International Journal of Economy, Management and Social Sciences, 2(3) March 2013

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2.2. Background of Brunei

For centuries, Brunei Darussalam has been an Islamic Sultanate. It is a small country with a population of 401, 890. (Brunei PopulationStatistics, July 2010 estimate). The ethnic groups consist of 66.3 per cent Malay, 11.2 per cent Chinese, 3.4 per cent indigenous and 19.1

per cent other ethnic groups. (Brunei Population Statistics, 2004 estimate). Bruneis economy has been dominated by the oil and gasindustry for the past 80 years. Hydrocarbon resources account for over 90% of its export and more than 50% of its Gross Domestic Product.Brunei has benefited hugely from oil and gas reserves which have facilitated social and economic development and made possible a high

standard of living for its population. However, there is a rising awareness in the country of depleting natural resources and the subsequentneed to diversify the economy away from its over-reliance on oil and gas. Plans for the future include upgrading the labour force, reducing

unemployment, strengthening the banking and tourist sectors, and further widening the economic base beyond oil and gas. Diversificationis aimed at reducing the dominance of oil and gas in the national output and to diversify the foreign exchange earnings by the other non-oilsectors (BEDB, 2011).

To date, Bruneis revenues are still dependent on the exports of crude oil and natural gas which account for more than ninety per cent of all

its exports. This means that most of things that Bruneians need and use are imported overseas (Freeman and Low, 2011, pp. 35). The

population of the labour force is 188,800 and this figure is made up of those working in agriculture 4.2 per cent; industry 62.8 per cent(mostly working for oil and gas) and services 33 per cent (mostly working for Brunei government) (Brunei Population Statistics, 2008estimate). Bruneian businesses are mostly focus on wholesaling and retailing of imported goods. Here, it is natural that companies try tooutperform their rivals to grab a greater share of the existing demand. As the market space gets crowded, as in a small country like Brunei,

prospects for profits and growth are reduced. Cutthroat competition turns the red ocean a market space difficult to compete and drives theincompetent companies out of businesses. Low and Ang (2011, pp.294) remarked, Purchasing of goods in big quantities (in bulk) withlower prices would surely win the competition for more customers and drive the small market competitors out of the way. With regard to

Bruneian Entrepreneur, Metussin, et al. (2011) carried out extensive interviews with ten successful entrepreneurs in Brunei and they haveuncovered five traits that are significant in these entrepreneurs namely discipline (including hardworking), perseverance, innovation,ambition and leadership.

2.3. Research Model

The research model (Figure 1) shows that there is a choice for an individual to choose for him(her)self either to be an employee or to be anentrepreneur. However, there are several influencing factors that would encourage him or her to choose that career path.

These influencing factors are:

(1)

the individuals personal attributes that resulting in his or her likings of the career.(2) the education and the environment in which the individual has brought up with.(3)

the successful exploitation of opportunities that were available for him or her in the market.

2.4. Research Methodology

The current generation of young Bruneians will be the future business leaders and decision makers. Accordingly, this quantitative researchis interested in investigating the attitudes and opinions of the young Bruneians towards entrepreneurship and the factors influencing thedevelopment of entrepreneurial qualities to complement existing or future government initiatives in this area. Hence, the research study(survey by responding to questionnaire method) targeted at members of the younger population (age from 18 to 23 years old) of Brunei

namely the secondary school students and the university undergraduates.

The development of questionnaire was based on extensive literature review on similar research at international level and also based on the

results of qualitative stage of the research programme. Where appropriate, questions that have been used in other studies were duplicated i nthis study to maximise data quality and to ensure that the questionnaires were not burdensome to the respondents; they were kept to an

average period of time of 20 to 25 minutes.

The total sample of n=1051 secondary school students and university undergraduates (from 15 to 23 year olds) have responded to the

questionnaires. For the secondary students, they have attended the career talk organised jointly by the Ministry of Education, Negara BruneiDarussalam and LiveWIRE Brunei before responding to the questionnaires.

The students from the secondary schools and university who responded to the questionnaires are listed below.

(1)

SM PAP Hajjah Rashida Saadatul Bolkiah, Lumut.(2) SM Perdana Wazir, Kuala Belait.(3)

SM Sayyidina Hassan, Kilanas.(4)

SM Awang Semaun, Lumapas.(5)

SM Sultan Hassan, Temburong.(6)

SM Anthony Abell College (AAC), Seria.

(7) SM Ripas, Birau, Tutong.(8) Universitti Brunei Darussalam.


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2.5. Data Compilation and Data Analyses

The following illustrates the compilation and data analyses of the sample (n = 1051) in detail. This includes racial distribution; gender

distribution, respondent age group; respondent class stream, respondent fathers occupation; respondent mothers education; the selectionof respondent future career; gender distribution and respondent future career; ethnic respondent and career selection; respondent classstream and respondents parents who have been doing business.

a)

Racial Distribution (Figure-2)

Out of one thousand and fifty-one respondents, there are eight hundred and fifty-eight or 81.6 per cent Malays respondents, eighty-seven or8.3 per cent Chinese, seven or 0.7 per cent Indian and ninety-nine or 9.4 per cent are of other races.

b)

Gender Distribution (Figure-3)Out of one thousand and fifty-one respondents, six hundred and fifty-eight or 62.6 per cent respondents are female and three hundred andninety-three or 37.4 per cent are male.

c) Respondent Age Groups (Figure-4)There were six hundred seventy-three or 64 per cent respondents fall under the age in the range of 15 to 17 years old and three hundred andseventy eight or 36 per cent were in the range of 20 to 23 years old.

d)

Respondent Class Stream (Figure-5)

There were seven hundred and eighty-two or 74.4 per cent respondents were from the arts stream, sixty-six or 6.3 per cent from thebusiness stream and two hundred and three or 19.3 per cent from the science stream.

e) Respondent Fathers Occupation (Figure-6)Seven hundred and eighteen or 68.3 per cent of respondents fathers worked as government employees (including those who had retired).

One hundred and seventy-five or 16.7 per cent of respondent fathers occupations were private sector employees (including those who hadretired). Only sixty-nine or 6.6 per cent of respondents fathers were business owners and eighty-nine or 8.4 per cent of respondent fathers

occupations were not identified or categorised.

f) Respondent Mothers Occupation (Figure-7)

Three hundred and thirty-eight or 32.2 per cent of respondents mothers worked or had worked as government employees (including thosewho had retired). Eighty or 7.6 per cent of respondent mothers occupations were private sector employees (including those who haveretired). Only thirty-two or 3.0 per cent of respondents mothers were business owners and nineteen or 1.8 per cent of respondent mothersoccupations were not identified or categorised. Five hundred and eighty-two or 55.4 per cent are housewives.

g)

The Selection of Respondents Future Career (Figure-8)Out of one thousand and fifty-one respondents, seven hundred and six or 67.2 per cent preferred to work as government employees; ninety-two or 8.8 per cent wanted to work as private sector employees and two hundred and eight or 19.8 per cent chose to become business

owner. Forty-five or 4.2 per cent of respondent either had not yet decided or they had none of these preferences.

h) Gender Distribution and Respondent Career Selection (Figure-9)Male

Out of three hundred and ninety-three male respondents, two hundred and sixty-six or 67.7 per cent preferred to work as government

employees; forty-one or 10.4 per cent wanted to work as private sector employees and seventy or 17.8 per cent chose to become businessowner and sixteen or 4.1 per cent male respondents have not decided which career to take.

Female

Out of six hundred and fifty-eight female respondents, four hundred and forty or 66.9 per cent preferred to work as government employees;fifty or 7.6 per cent wanted to work as private sector employees; one hundred and thirty-nine or 21.1 per cent chose to become business

owner and twenty-nine or 4.4 per cent female respondents had not decided which career to take.

i)

Race of Respondents and Their Career Selection (Figure-10)

Out of eight hundred and fifty-eight Malay respondents, five hundred and ninety-seven or 69.6 per cent would choose to work for thegovernment; fifty-five or 6.4 per cent would prefer to work as private sector employee; one hundred and ninety-one or 19.2 per cent wanted

to become business owners and forty-one or 4.8 per cent Malay respondents had not decided which career to take.

Out of eighty-seven Chinese respondents, thirty-four or 39.1 per cent would choose to work for the government; eighteen or 20.7 per cent

would prefer to work as private sector employee and thirty-five or 40.2 per cent wanted to become business owners.

Out of seven Indian respondents, four or 57.1 per cent would choose to work for the government and three or 42.9 per cent want to becomebusiness owner.

With regard to ninety-nine respondents belonging to other races, seventy or 70.7 per cent would choose to work for the government; sixteenor 16.2 per cent would prefer to work as private sector employee and nine or 9.1 per cent wanted to become business owner and four or 4.0

per cent respondents had not decided which career to take.


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j) Respondent Class Stream (Figure-11)Out of seven hundred and eighty-two art stream respondents, five hundred and sixty-three or 72 percent preferred to work as governmentservants; fifty-seven or 7.3 per cent would choose to work for private sector organisations; one hundred and twenty-nine or 16.5 wanted to

become business owner and thirty-three or 4.2 per cent did not express any preference.

Out of two hundred and three science stream respondents, one hundred and twenty-eight or 63.1 percent prefer to work as governmentservants; twenty-one or 10.3 percent would choose to work for private sector organisations; forty-three or 21.2 percent wanted to become

business owner and eleven or 5.4 percent did not express any preference.

Out of sixty-six business stream respondents, nineteen or 28.7 percent preferred to work as government servants; fourteen or 21.3 percentwould choose to work for private sector organisations and thirty-three or 50 percent wanted to become business owner.

k) Respondent Parents Who Have Experienced Doing Business (Figure-12)Out of two thousand and seventy-nine parents, one thousand four hundred and twelve or 68% were not in business and six hundred and

sixty-seven had experience in doing business.

2.6. Findings

The sample contains one thousand and fifty-one respondents. There were eight hundred and fifty-eight or 81.6 per cent Malay respondents,eighty-seven or 8.3 per cent Chinese, seven or 0.7 per cent Indian and ninety-nine or 9.4 per cent were of other races (Figure-2). Sixhundred and fifty-eight or 62.6 per cent respondents were female and three hundred and ninety-three or 37.4 per cent are male (see Figure-

3).

Out of one thousand and fifty-one respondents, seven hundred and six or 67.2 per cent preferred to work as government employees; ninety-two or 8.8 per cent wanted to work as private sector employees and two hundred and eight or 19.8 per cent chose to become businessowner. Forty-five or 4.2 per cent of respondents either had not yet decided or they had none of these preferences (see Figure-8).

a)

Respondents preferring to work for the government and private company

There are 76.0 per cent respondents who preferred to be employees for the government or private company; this is mainly because of thestable employment with fixed income and job security (Table 1).

b) Respondents preferring to work as a business owner/entrepreneur

The reason for the 19.8 per cent respondents who wanted to become business owners is that they wanted to work for themselves only. Theywanted to build up something for their families; earn a living doing something they enjoy and for personal achievement (Table-2)

3. Figures and tables

Figure 1.The Research Model


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Figure 2.The Racial Distribution of the Respondents

Figure 3.The Gender Distribution of the Respondents

Figure 4.The Respondent age groups


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Figure 5.The Respondent Class Streams

Figure 6.The Occupations of the Respondents Fathers

Figure 7.The Occupations of Respondents Mothers


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Figure 8.The Selection of Respondents Future Career

Figure 9.Gender Distribution and Respondent Career Selection

Figure 10.Race of Respondents and their career selection


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Figure 11. Respondents class streams

Figure 12.Respondent Parents Who Had Been in Business


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Figure 13.The Strategies and Ways to Get People More Entrepreneurial

Table 1.The Reason an Employee to choose to work for government or private company

Why would you prefer to be an employee for government or private company rather than self-employed?(No. of respondents= 706 +92= 798)

ResponsesNumber of

RespondentsPercentage ofrespondents

Stability of employment 577 72.3

Because it is a secure job 561 70.3

Regular fixed income versus irregular, variable income 392 49.0

Lack of interest to become business owners 242 30.3

lack of skills to do business 188 23.6

Lack of business ideas 149 18.7

I wont be able to get the proper funding 147 18.4

Im reluctant to work the long hours involved in starting my

own business

102 12.7

Lack of knowledge/familiarity with regard to self employment 96 12.0

Table 2.The Reason an individual choose to be a businessman/woman rather than an employee

Why would you prefer to be a businessman/woman rather than an employee?

(No. of respondents= 208)

Responses Number ofRespondents

Percentage ofrespondents

I have always wanted to be my own boss 159 76.4

Starting my own business would mean I could build upsomething for my family

145 69.7

Starting my own business would mean I could earn a livingdoing something I enjoy

135 66.3

Starting my own business would mean I could make lots ofmoney

138 66.3

I want the freedom to adopt my own approach to work 123 59.1

For personal achievement 115 55.2

Starting my own business would mean I would work the hoursI want

108 51.9

I want to make an idea or innovation happen 73 30.1

Members of the family/friends are entrepreneurs 62 29.8

4. Discussion

4.1. Parents Setting ExamplesTo the children, parents are leaders and the parents set examples for their children to emulate. In this survey, majority of the respondents

fathers (85.0 per cent) work as employees and only a small number of 6.6 per cent works as business owners (Figure 6). Even withrespondents mothers who were working, 39.8 per cent work as employees and only 3.0 per cent worked as business owners; the rest

remains as housewives (Figure 7).

Of all the parents of the respondents, only 32 per cent had experience in doing business (Figure 12). As most parents had no experience of

doing business, it is difficult for their children to venture into business where they were not familiar with. Interestingly, for their futurecareer, majority of the respondents (76.0 per cent) also preferred to work either for the government (67 per cent) or for the privatecompanies (8.8 per cent). Only a minority of them (19.8 per cent) wanted to become business owner and the rest of them either they had not

yet decided or had none of these preferences during the survey (Figure 8). These preferences are noted to be similar with both genders(Figure 9). The main reasons why majority of them prefer working for the government and the private companies are stable employment

with fixed income and job security (Table 1).

To get the people to be more entrepreneurial, it is taken that we need to change their mind-set by creating more opportunities for them tounderstand business. The followings are the strategies and ways of encouraging entrepreneurship:

a) Some Key Obstacles and the Strategies and Ways to Be More EntrepreneurialIn each of the sections that follow, the authors will indicate the key obstacle(s) followed by an examination of the strategy(ies) or the

way(s) out and forward towards greater entrepreneurial approach and attitude.


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b) Have an Open MindHaving a closed mind can be an obstacle to entrepreneurial thinking; one can be closed to going into business, let alone, nurturing new

business ideas, initiatives and/or seizing opportunities. Increasingly, the world is becoming one big market, with increasing diversity and aglobalizing environment (Low, 2009; 2009a; Singh, 1998). It is worthy to note that even trade barriers are fast being dismantled, and the

pace will step up with the World Trade Organization (WTO) taking an active role. We should no longer adopt an ostrich mindset, wecannot adopt a restrictive head-in-the-sand approach or living with a narrow, frog-in-a-well thinking. We really shouldnt imprisonourselves with a psychic prison frame of mind.

It is vital that even as individuals, the people maintain an open mind. Having an open mind could enable an entrepreneur to see different

perspectives or better still, hidden opportunities, and thereby see potentials in entering into new businesses or venturing into businessexpansion. The strategic leader or entrepreneur should indeed be global in outlook, applying broad strokes (Low, 2009), adopting a mindgrowth, rather than mind-set approach or attitude. The term mind growth rather that mindset is preferred as the former denotes mind

expansion while the latter implies rigidity and/or a form of psychic prison (Low, 2009a; 2006; 2002; 2000). This aptly fits in with whatSarawaks Chief Minister Taib Mahmud (cited in The Borneo Post, 2007: 1) has pointed out, that is, a receptive mind is the key to growth;

people have to dig deep into the fabric of their own cultures and learn past values that have survived the changes that they have undergone.

It is the peoples affinity to change, their acceptance and openness that has brought progress.

There would without a doubt be no progress when entrepreneurs stick to see beyond their noses. History has seen examples of it; a case inpoint is the 17th century Galileos championing of Copernicans view which was controversial within his lifetime. Though tried andregarded as a heretic during his lifetime, Galileos presentation of heliocentrism as proven fact resulted in much progress and later in the21st century mankinds landing on the moon and further exploration of space (Low, 2009a).

More specifically, at the societal level, there certainly exists a need to open up its management culture, and get its officials to be morereceptive to new ideas so that they and the people can take a national rather than local or parochial view of issues. In the case of Singapore,Goh Chok Tong, Singapores former Prime Minister once expressed that Singaporeans cannot afford a mind-set that instinctively shuts offchallenges to the status quo (cited in Gopinathan, 1998: 90). New ideas and initiatives should be welcomed by all those wishing for anincrease in opportunities to question, to offer alternate solutions, indeed, propose an alternate formulation of problems to begin with and tocontribute without having to be co-opted. This was in line with a loosening of the top-down command and control style of administration,to one that sees the need for flexibility and keeping options open, which in turn needs a large and creative flow of ideas. Governments alsoneed to apply soft power, using attraction to cajole and persuade their peoples rather than resorting to crude hard power; perhaps, a softselling approach should be adopted.

c) Make People A Little Bit Hungry

If people are too secured and comfortable, they would not want to get out of that comfort zone. And it would be difficult for them toembrace change from safe and steady employment to business and entrepreneurship with uncertain incomes or profits.

Only when people are lacking, famished or even a little bit hungry, theyve to survive, then, they just have to get up, and they got to, andsurely be proactively entrepreneurial. Take the case of India, for example, the spirit of enterprise is much rife. Entrepreneurship helps to

reduce poverty while growing the numbers of middle class people within the country; and occasional slum-dog millionaires emerged, beingbred in poverty-stricken areas of increasingly prosperous Indian cities such as Mumbai. More and more, everyday individuals with a bit ofmoney, hungry yet with a blob of resourcefulness and abundance of ambition, they feel emboldened to turn to businesses or be

entrepreneurs (Gupte, 2004). When these successful businesspersons emerge, their examples and cases can be highlighted and publicized;etched in the minds of the young, these role models can be emulated by them.

d) Make People Think, Be More Independent Or Simply Toughen Them Up!

In the case of Singapore, if one leaves a big company, people ask why; kiasu(afraid to lose) and kiasi(afraid to die), Singaporeans prefersecurity; many prefer steady employment in big companies with the safety net of their Central Provident Funds (CPF). The overall businessculture is, in fact, loaded against risk-taking (Kawasaki, 2004; Low, 2006a). Besides, potential loss of face or fear of failure motivates

actions to avoid going into business (Begley and Tan, 2001; Hwang, 1987; Low, 2006a).

And connected to this, Low (2006a; 2006b) has highlighted the fatherly role of the Singapore government which is yet another culturalobstacle to growing entrepreneurship or entrepreneurial thinking. The Government, like a benevolent father, looks after the peopleswelfare. The preferred management style here is that of firm control and, at times, explicit direction, but like the father, effectively doinggood for the society and the efficient political leadership together with the hardworking workforce has helped build Singapore.

Yet a government seen as the sole source of all wisdom and resource can make the people be more dependent on it. There is, however, a

need to grow and steady the independence and/or even the resilience of the people, and that make sense. Low (2006a: 175) has pointed outthe need for an at titude of self-dependence. He added that a vital key in entrepreneurship is the attitude of self -dependence, and it is notabout starting or even about owning, it is about who you are. In business, being resilient is vital since it gives the people the necessaryfighting power (Low, 2007: 146). Kawasaki (2004) spoke of entrepreneurship, a state of mind; indeed, being resilient, entrepreneursshould believe that their future is within their charge and that other external forces will have little influence.

In the case of Brunei Darussalam, the Civil Service is the largest employer in the country employing some 12 per cent of the totalpopulation (ht tp://www.bruneiresources.com/civilservicebackground.html). Although things may be changing, for the past years, Bruneihas based its educational system on the expectation that its graduates will work for the government, and this does not prepare one for

entrepreneurship. One respondent intimated to the researchers that the government can really make its citizens be more entrepreneurial by


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discouraging its citizens from joining or being too much dependent on the government for employment, and hence reducing thegovernments workforce. This can happen when all the government services are online, and instead use less human labour. Those citizens

who cannot find jobs elsewhere will have to search for business opportunities and they would, in a way, be forced to go into business or bemore entrepreneurial. Agreeing with this respondent, another interviewee added that, This even applies to Malaysia, those Chinese

Malaysians, who are not able to work in the government departments, have to search for business opportunities within the Chinesecommunity, they have to try hard to earn or eke a living and with the help of the Confucian or clan associations, most Chinese become

businesspeople though some are involved in mere hawking or petty businesses.

e)

Promoting Family Businesses, Clan Associations and Tapping the Diasporas Effect

Yet another obstacle to the entrepreneurial approach is that of the lack of self-dependence. The feeling of self-dependence can be raised orboosted by promoting the value of family or a sense of unity. And family or pops and moms businesses can yet be another way topromote entrepreneurial thinking among people. The family factor can indeed be cleverly applied to promote businesses, particularly family

businesses. The Chinese are good at this, and they run businesses along the line of families and clans where they build up much of theirbusinesses, contacts, contracts and support. Clan associations in South-East Asia are also known to have played an important role in givingbusiness contacts, building businesses as well as giving good support to its clan members. These clan associations also ensure that theirmembers do their business well, and at the same time, they or their members organize the contributions or giving back to the community.And these contributions are done by building schools and hospitals as well as offering scholarships and paying school fees for the childrenof the poor.

Low (2008) has indicated that in Asia, previously, it was respectful and, in a way, fashionable to have a family of professional surgeons,

teachers, or military. In Kazakhstan, clan-based forms of managing a household have been deeply rooted in the Kazakh society. A typicalKazakh family of the past could be seen as a self-sustaining enterprise that travelled with all its possessions and its key asset - its cattle.Low (2008: 18) further added that in Kazakhstans first few years of independence during the distribution of the public wealth; it became

easier and made more economic and political sense to attract family members to run the newly created family wealth. The researchersreckon the need to incorporate the vital Asian factor that has been at play to promote entrepreneurships in Asia. The family can, in fact,help one another while building its business contacts and network and support as well as resilience. The family can really give one the

perception and feeling of self-dependence, and that is critical in trigger the entrepreneurial thinking.

Whatever tribe an individual belongs, the thinking is that to be successful (s)he needs his or her tribes and Diasporas connections. Or (s)he

can be lucky still to have belongings to more than one tribe should one have inter-racial marriage(s) or have inter-racial parents. TheChinese on the bamboo connections and the Muslim-Malay on the Islamic Diaspora while the Indians on the Indian connections (Nandan,

2009; Low, 2006a). Entrepreneurs have to rely on not only on clans, associations and Diaspora but the families as well.

Not to be easily dismissed, this Asian factor can be simply defined as the practice of local people being able to r ise above others and tosurround themselves with the most trusted followers, i.e. immediate and remote members of the family clan, and it is felt that this is widely

practiced whether in Kazakhstan, in Malaysia, in Indonesia or even in Singapore though such things may not be openly discussed since

they are normally associated with favouritism, nepotism and collusion, and its ugly heads were exposed in Indonesia during the uprisingand down-thrown of President Suharto of Indonesia in 1997/98. Theres an old Asian, namely, Kazakh saying, a good jigit (young man)will never leave his relatives behind when he jumps in the saddle of the galloping house. These days, small family business in Kazakhstan

is gradually developing into one of the most popular forms of self-realization and economic self-reliance. Perhaps family businesses inAsian countries should be promoted to boost entrepreneurship and entrepreneurial thinking.

Additionally, the authors would also agree with Low (2006a: 176) that embracing a paradigm shift, people need to adopt a backpackmentality; ready to move anywhere and be flexible; and more so, in a globalizing environment as pointed out earlier, they should

internationalize; to internationalize is to be entrepreneurial, changing their frame of mind as well as expanding their business horizons andopportunities. And in the family business context, being generally equipped with good family support at home and their blessings, the

business people and entrepreneurs can venture, do and grow business overseas.

In sum, we can get people to be more entrepreneurial by encouraging them to have an open mind to entrepreneurial thinking; make them alittle bit hungry; make them think, be more independent; promote family businesses, clan associations and tap the Diasporas effect (Figure

13).

f)

Research Limitations/Implication

The research limitation is the findings from the respondents belonging to the academic sector of the population (from the school/collegestudents and university students). The implication of this research is that the research can help to understand the psychological and

environmental influence of the brought up children.

g) Practical Implication

By understanding the students behaviour/interests/preferences, society/school/ government measures can be carried out to improve theirentrepreneur thinking at the early stages of their livelihood.

5. Conclusion

Enterprise, together with new products and innovation, will be increasingly essential to a countrys economy. If people change the way theythink be get out of their comfort zone, be proactive, internationalized, have more role models, more private sector initiative, more success

stories and critical mass; surely, the entrepreneurial mind growth will take shape and even grow.


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being entrepreneurial, the brunei perspective

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