Managing Roles in Entrepreneurial Organisation


  • Stella Toyosi Durowoju Lagos State University, Ojo, Lagos State
  • Abideen Adekunle Tijani


Managerial and Founder roles, Entrepreneurs, Wealth creation, Behaviour, Managerial skills


The success of an entrepreneurial organisation towards meeting its objectives is largely dependent on the effective management of roles. An effective development and survival is attainable in entrepreneurial organisations since originators have the compassion to give their best for achieving the sustainability of the organisations through hard work and commitment.  Entrepreneurs are generally thought to be abnormal people because they are unique and creative in their thoughts and ability to change an old way of doing things to more acceptable modern and global standard. This study used secondary data from extant literatures in international and local academic journal articles, textbooks and other useful articles on the web sites.  The inability to get adequate responses from entrepreneurs is responsible for desk research due to the COVID-19 pandemic in Nigeria. Also, entrepreneurial organisations partially closed their businesses and this necessitated the use of secondary data. The study adopted two role models: Managerial Roles proposed by Henry Mintzberg and the Founder’s Multiple Roles Model by Peter Wilson and Sue Bates. The study concluded that roles that need to be implemented by the founders and their managers must be articulately carried out in entrepreneurial organisations in order to achieve stated objectives such as corporate survival. Furthermore, the study recommended that investment in training and development of workers should be put into consideration to enable them cope and adjust to assigned duties and functions that is accompanied by technological innovations towards corporate survival.


Agwu, M. O., & Emeti, C. I. (2014). Issues, challenges and prospects of small and medium scale enterprises (SMEs) in Port-Harcourt City, Nigeria. European Journal of Sustainable Development, 3(1), 101-114
Akinfolarin, B. (2007). Comprehensive enterprise management. Lagos. Bamacs Associates Limited.
Armstrong, P. (2005). Critique of entrepreneurship. New York. Palgrave Macmillan. Business Dictionary.Com (2014).
Dalziell, E. P., & McManus (2004). Resilience, vulnerability, and adaptive capacity: implications for systems performance. University of Canterbury. New Zealand.
Danilda, & Thorslund (2011). Innovation and gender. VINNOVA Information. ISSN 1650-3120.
Edoho, F. M. (2016). Entrepreneurship paradigm in the new millennium: A critique of public policy on entrepreneurship. Journal of Entrepreneurship in Emerging Economies, 8, 279-294.
Eniola, A. A., & Entebang, H. (2015). SME firm performance-financial innovation and challenges. Procedia-Social and Behavioral Sciences, 195, 334-342.
Hisrich, R. D., & Peters, M. P. (2002). Entrepreneurship. New York. McGraw-Hill Companies Inc.
Korsgaard, S., Anderson, A., & Gaddefors, J. (2016). Entrepreneurship as re-sourcing: Towards a new image of entrepreneurship in a time of financial, economic and socio-spatial crisis. Journal of Enterprising Communities: People and Places in the Global Economy, 10, 178-202.
Jones, & Barteff Publishers (2008). Acquires tarascon publishing Inc. Renters” release
Ken, G. S., & Michael, A. H. (2005). Great minds in management. The process of theory development. New York. Oxford University Press.
Lawal, F. A., Worlu, R. E., & Ayoade, O. E. (2016). Critical success factors for sustainable entrepreneurship in SMEs: Nigerian perspective. Mediterranean Journal of Social Sciences, 7, 338-346.
Malcon, W. (2001). Management thinking. U.K International, Thomson Business Press.
Ogundele, O. J. K (2007). Introduction to entrepreneurship development, corporate governance and Small business management. Lagos. Molofin Nominees.
Parnell, J. A., Long, Z., & Lester, D. (2015). Competitive strategy, capabilities and uncertainty in small and medium sized enterprises (SMEs) in China and the United States. Management Decision, 53, 402-431.
Robbins, S. P., Judge, T. A., Millet, B., & Waters-Marsh, T. (2008). Organisational behaviour. Australia. Pearson Education.
Svensson, G., Hogevold, N. M., Petzer, D., Padin, C., Ferro, C., Klopper, H. B., & Wagner, B. (2016). Framing stakeholder considerations and business sustainability efforts: a construct, its dimensions and items. Journal of Business & Industrial Marketing, 31, 287-300.
Teece, J. D.; Pisano, G.; & Shuen, Amy (2010). Dynamic capabilities and strategic management. Strategic management Journal. 18(7): 509-533
Weihrich, H., & Koontz, H. (2005). Management. A global perspective. New Delhi. Tata McGraw-Hill.
Zahra, S. A., Sapienza, H., & Davidsson, P. (2006). Entrepreneurship and dynamic capabilities: A review, model and research agenda. Journal of Management Studies, 43 (4), 9117-955






Business Administration and Business Economics