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TABLE 5
Correlation Of Performance Measures

                              INCOME      EMPLTRND    SATISFY         $SATISFY
INCOME                1.0000
EMPLTRND            .0977              1.0000
SATISFY                 .3563  *          .2743 *               1.0000
$SATISFY                .5188  *         .2863  *                .5300 *        1.0000
                                        (* = 2-tailed significance < .001)
 

Further exploration was conducted to identify other differences that could be attributed to motivational orientation.  The availability and attainment of education has been shown to related to entrepreneurial activity (e.g. Cooper, 1982), along with empirical evidence of higher levels of education for entrepreneurs than the general population (Cooper, 1973; Gasse, 1982), yet less than for professional managers (Brockhaus, 1982).  Empirical research, while not sup-porting education?s relationship to firm growth, has demonstrated a relationship to firm survival. This data suggests that there is  no relationship between level of education and venture initiation motivation.  While 51% of the respondents have completed post-secondary education, there is no significant difference between motivational groups (F value = .62113, sig. = .432, power .32345).  From a tangential approach, respondents were queried as to their participation in continuing education.  58% of the respondents indicated continuing educational pursuits, principally in functional business skill areas (e.g. marketing).  There is no measureable difference whether the entrepreneur was push or pull-motivated (F value =.00330, sig. = .954, power = .11683).  The importance and function of a business plan to enable a venture?s strategic growth process is well documented (e.g. Hisrich, 1986;  Rich and Gumpert, 1985; Tyebjee and Bruno, 1981).    56% of the respondents indicated that they did not have a detailed business plan. While there is no statistical difference between the push and pull-motivated entrepreneur's having a business plan (F value = .3310, sig. = .566, power = .28989), there is strong support for a significant and positive relationship between the existence of a business plan and the venture?s success in three of the four success measures.  Entrepreneurs with a detailed business plan exhibit higher levels of income (F value = 17.13181, sig. = .000, power = .99356)  greater general satisfaction (F value = 5.87897, sig. = .016, power = .77655), and satisfaction with the standard of living provided (F value = 7.27141, sig. = .008, power = .84947)  than those without business plans.

In addition to the four measures of success, measures of the utilization of networks, levels of technology, and the entrepreneur's confidence in the future of their venture were analyzed.  Entrepreneurs utilize networks for both self-improvement and competitive advantage. The utilization of associations and networks is critical for the exchange of information and technology (Carlsson and Stankiewicz, 1991), and can effectively leverage the firm's abilities and resources.  Under Parlimentary act XVI of 1994, each business must belong to a minimum of one.

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