What It Takes To Be An Entrepreneur in Romania: Tatiana SEGAL

What it takes to be an entrepreneur in Romania
Tatiana SEGAL
The Bucharest University of Economic Studies, Bucharest, Romania
tatianasegal@hotmail.com
Shahrazad HADAD
The Bucharest University of Economic Studies, Bucharest, Romania
Abstract. For more than three decades now, famous and relatively famous theoreticians from
around the world and from Romania having different specialisations and statuses within
society (from economists who work in universities and research centres to those involved in
political decisions, from anthropologists to sociologists, from political analysts to jurists) and
also practitioners that have transposed their ideas into reality by creating their own small or
medium enterprises which support their roles within both the national and international
economies. Additionally, statistics, be them undertaken by international organisations such as
UNO or the EU or other national institutes reveal the ever increasing share of SMEs within the
GDP, employment, turnover and the list may continue. The concern of policy makers of
encouraging the development of entrepreneurship is manifested both in the legislative and
financial frameworks by granting tax exemptions to those starting a business, by awarding
them financing under certain conditions or by fostering the possibility of their accessing
various European funds. This article seeks to provide the necessary support to the
persons/entities that would or should take the necessary steps in order to define the job of the
entrepreneur or undertaker in the economic field in general and not particularly in the
construction field making a review of the current entrepreneurial phenomenon in Romania
and analysing the opinions of different entrepreneurs with respect to the requirements of the
jobs they have. Purposively, we designed and distributed a questionnaire in Bucharest. The
number of valid responses is 47 and even if the sample is not representative, we consider the
findings a step forward to defining the entrepreneur job.
Keywords: SMEs, entrepreneur, entrepreneur job, job requirements, skills and abilities.
The past at a glance

Older and newer Romanian specialised papers, such as the ones published by well reputed
authors such as Nicolescu et al. (2003), Nicolescu (2001), Antonoaie et al. (2013, 2014), and
the list may continue, debate on the sustainable rebuilding of Romanian economy in which
the central role is played by SMEs. Consequently, these authors bring into discussion and
analyse the mutations that occur in the general management of the organisation (covering
issues such as knowledge management, managerial methods imposed by reengineering,
know-how transfers, to modern business management methods), modern approaches in
the management discipline (ranging from studying the environment in which the
organization develops and activates, to quality management, from production and supply
management, to human resource management, to sales management), the specificity of the
leadership and organization of different types of organizations (from the so-called
traditional farms, industrial, construction and transport, enterprises to relatively newer,
DOI: 10.1515/picbe-2017-0050 Unauthenticated

Download Date | 8/29/17 11:27 PM
but given the expansion of wholesale, public management, or virtual enterprise
management) and, ultimately, the economic efficiency of the phenomena considered for
discussion. At the same time, the entrepreneurial and business concepts are discussed
together with their characteristic features and their limits, the role of planning, business
organization, innovation and its sources as an indispensable factor of entering and
maintaining one’s position on the market, presenting entrepreneurial strategies, the PICBE | 465
importance of strategic decision in business, leader position (Dima and Ghinea, 2016; Dima
et al., 2016), etc.
However, from the cited papers there is no clear definition on what an
entrepreneur/undertaker is. No one emphasises the importance of his/her training,
whether he/she needs any particular training, which are the fields or whether simply his
intuition would suffice for setting up a business. There are not any discussions around who
can be an entrepreneur or if this job/trade is reserved to the chosen ones. There are no clear
indications whether to be an entrepreneur is a job or not. Additionally, in the English
specialised literature being an entrepreneur is not a profession, whereas other authors
regard it as a discipline that can be learned (Lange, 2012). The French literature is
represented by Fayolle (2003, 2004) and Fayolle et al. (2006) who uphold
entrepreneurship as a trade that can be learned. Ergo, the literature does not show which
the traits that would actually characterise such a trade are, which the common
characteristics of the entrepreneur, manager, director and leader are or which the
differentiators among these concepts are.
Another topic that is left aside is that of generating the entrepreneurial spirit. We
consider that people’s option of developing their own business has not emerged out of
nothing, but from a less discussed reality. Even during the 45 years of communism, people
took their lives into their own hands becoming autonomous. Their fields of activity were
extremely varied. At the countryside there were still peasants not belonging to any
cooperatives, shepherds who respected the transhumance, or closer to the cities, there
were peasants who sold the products made on their inherited lands. Florists, shoemakers,
milliners or tailors belonged to this category. Other craftspeople belonging to cooperatives
(hairdressers, manicurists, pedicurists, cosmeticians, etc.), who were paid the minimum
salary compensated by a commission from the sales that exceeded their targets wished to
be their own bosses. For a relatively short period of time triggered in 1967 by the
Romanian Communistic Party, for the first time in a country in the socialist camp, the idea
of economic recovery was launched by adopting a program aimed at decentralizing
economic decisions and increasing corporate responsibility, encouraging private initiatives
(building private property housing, craft workshops, opening of restaurants and
confectioneries by tenants). The mandate manifested mainly in tourism which began to
develop at European level and in public nutrition. Many of the bed and breakfasts,
restaurants, confectioneries, camps set up at that time, some of which became good
landmarks, resisted until the mid-1980s, despite the restrictive measures taken against
them. Another spurred sector was that of construction. These pioneers are the proof of
traditions in the field of entrepreneurship.
Current situation of entrepreneurship in Romania

The White Charter of SMEs (WCSME) comprises the in-depth evaluation and examination of
the status of these enterprises as well as the enterprises in Romania at national, regional,
DOI: 10.1515/picbe-2017-0050, pp. 467-474, ISSN 2558-9652| Proceedings of the 11th International Conference on Business
Excellence Unauthenticated
sectorial and at county levels. In 2016, the accent was placed on the recent performances
and highlights of the main difficulties that the SMEs are confronted with. The purpose of
WCSME research is to establish at national level a set of strategic and tactical priorities and
ways through which to reduce at least a part of the obstacles that the SMEs face. At the
same time, the charter targets the reduction of the impact of the contextual threats and the
capitalising of national and international opportunities. PICBE | 466
The educational system, by the curricula adopted at the lower secondary education
and at the undergraduate level and also by means of extracurricular activities (contests and
national and international competitions organised by different associations or companies),
and other training and education campaigns dedicated to vulnerable groups, it seeks to
develop the entrepreneurial spirit and teach the young generation (and not only) to create
and develop their own companies in most various fields. This being the mission of our
university, a large number of disciplines and practical and extracurricular activities unveil
to students the steps they need to take in order to set up a company (documents and papers
to compile, market research, feasibility studies, business plan, etc.), the complexity of the
simplest business, what the entrepreneur has to know, which are the qualities, at least
theoretically, that he/she should have and nurture. The thing that they do not know is that
in the Romanian Job Classification (RJC 2017) the job of being an entrepreneur, as in an
undertaker, a person that sets up or takes over a company, does not exist. Each job is
defined by a certain type of training that ensures specific skills and abilities.
In 2016, the 14th research Report released by the National Council of SMEs
(NCSME)[Romanian equivalent CNIPMMR], The White Charter of SMEs in Romanian, based
on the interviewing of 1096 entrepreneurs/undertakers, has reached the following
conclusions:33.58% of the enterprises find the evolution of the economic environment in
Romania as inhibiting development, and 48.27% of the SMEs find it neutral; 13,78% of the
companies estimate that the evolution of the Romanian business environment on the whole
year 2016 is going to be favourable for the SMEs; bureaucracy (61.41%) excessive taxation
(54.74%) followed by corruption (45.16%) and excessive control (44.98%) are the most
frequent difficulties faced by the SMEs; only 6% of the investigated persons consider that
the economic evolution is going to be positive; better access on the markets (45.99%) is the
main positive effect that the Romanian EU accession had over the SMEs; 81.66% do not
intend to access structural funds in the future; 0.18% received the approval for the project
that they submitted; around 71.99% fund their activities on their own sources (9).
NCSME consider the notions of entrepreneur and/or undertaker as readily known
terms that need not be defined anymore. At the same time, they are preoccupied with
finding global solutions applicable to most of the SMEs, and not to verify the level and the
training of the people who manage them.
In the Romanian Job Classification 2017, the term entrepreneur can be found only
twice: as funeral services entrepreneur (code 516301) and social economy entrepreneurs
(code 112032). This occupation is categorised in the 5th major group that comprises
workers in the services field whose preparation level is 2 (medium studies). The second
mention is social economy entrepreneurs (code 112032). This job is categorised in the first
major group that includes members of the legislative bodies, executive bodies, high leaders
of public administration, leaders and superior state workers whose training levels are
undefined given the fact that they are governed by other regulations.
Among the items used to characterise and define the social economy entrepreneurs,
we can find different headings. So, if in the “necessary abilities and necessary aptitudes”
headings we can include items that belong to minimum communication abilities such as
verbal comprehension, or written text comprehension, whereas the occupational interests
heading contains entrepreneurial interests – which is rather difficult to be explained in this
misty context. In the heading values and needs attached to work we can find “networking”
and “independence” and in the necessary knowledge heading the first place should be held PICBE | 467
by Administration and Management. But there is no explanation of what a social economy
entrepreneur represents; therefore the whole entrepreneur job concept does not have a
legitimate framework.
Research methodology
Starting from Fayolle’s (2004) idea reaffirmed by Filion (2006), according to whom
entrepreneurship is a regular trade/job respectively a trade that can be learned, and
starting from the absence of this trade from the RJC 2017, we aim to find out the opinion of
Romanian entrepreneurs with respect to the requirement of such a trade/job. Therefore,
we identified the problem that even though reality depicts SMEs as playing an increasingly
important role in the Romanian economic life, the occupation/job of the actual creators of
SMEs is not clearly defined. Consequently, we try to answer the question “Which are the
requirements specific for the entrepreneur job?” and we formulated two working
hypotheses:
H1: The main traits of entrepreneurs are passion, innovation and perseverance
H2: The entrepreneurs take responsibilities and risks more as compared to other types
of workers
In order to conduct this study, we designed a questionnaire that we distributed by
means of Google Docs in the month of November. We managed to collect 60 answers out of
which 13 were not valid. Consequently, the study was conducted over a sample of 47.
Though this sample does not respect the norm of representativeness, we consider that it
constitutes a pilot study, and based on the results, the research on the requirements of the
entrepreneur job can be extended. The research tool comprises 26 questions out of which
some represent key questions, whereas the rest represent complementary questions. We
are going to restrict our analysis to the defining questions and we are going to regroup
them according to the previously enunciated hypotheses. All the graphics and illustrations
are the result of our own research.
Results and analysis

The entrepreneurs stand out through passion, innovation and perseverance (Q/R 3, 6, 10,
13, 14). Everyone is subject to decision making with respect to their career. If being an
entrepreneur is a trade/job, then the decision to follow such a career is based on motivation.
We checked this on our sample (Q/R 3), and the answers illustrated in Figure 1 show that
wanting to be their own boss and having the business idea influence equally the decision of
becoming an entrepreneur, followed only on the third place by passion.
44% 44%
45%
40% 31%
35%
30%
25% 19%
20% 12%
15% PICBE | 468
10%
5%
0%
Figure 1. Reasons for becoming an entrepreneur

Source: Authors’ own research results.
Should we take into consideration the implications behind the idea of them wanting
to become their own bosses this means them assuming responsibilities and taking risks not
only for the future business and employees but also for their own families, and behind the
business idea lays innovation and perseverance (Cantaragiu and Hadad, 2013), indicating
that the answers we collected constitute a starting point for both our working hypotheses.
Practicing any type of trade/job entails developing certain qualities and
characteristics, and the same stand for the entrepreneurial trade. Consequently, by using
question 13 we wanted to point out a series of characteristics that differentiate an
entrepreneur from other persons. Every characteristic was rated from 1 (the least
important) to 7 (the most important). Figure 2 shows that even though passion ranks
second, and wish to innovate ranks sixth, two of the characteristics embedded in H1 are
found conjointly.
Financial resources (251)
Passion (229)
Market research (206)
Specialised studies (194)
Collateral sources
(163)
Wish to
innovate (158)
Large
family (92)
Figure 2. Characteristics of the entrepreneur

If we analyse the meaning that the respondents attribute to the notion of passion,
(Q/R 14), we are to find out that ranked secondly there is the ability to invent/create a new
business (Figure 3). We want to underline that innovation is manifested both through
seeking for the new, and through bringing the new by setting up an enterprise.
Ability to run a company 74%
PICBE | 469
Inventing the business 59%
Buying a business (franchising) 6%
0% 20% 40% 60% 80%

Figure 3. Meanings of passion
Besides, according to the respondents (Q/R 6), the moment the passion of doing
something emergences (42%) represents itself the best moment to start a business (Figure
4). Additionally, the idea of becoming an entrepreneur can also appear while being
unemployed. Both experience and youth, though being two rather mutually exclusive
dimensions, rank equally (19%).
When passion
emerges
29% When
42% unemployed
When young
19%
When
25% experienced
19%
Other
Figure 4. The moment for starting a business

Q/R 10 was intended to find out how the entrepreneurs assess the necessary
qualities for becoming an entrepreneur. Similar to the characteristics question, the
respondents rated their answers from 1(the least important) to 7 (the most important)
(Figure 5). The results were somehow surprising when we found out that perseverance that
have been highly praised by theoreticians was ranked last, being outperformed by tolerance
which was the most important quality. The explanation could reside in the fact the
entrepreneurs being confronted with numerous ideas and conflicting situations to have
reached the conclusion that tolerance rather than perseverance is more useful in reaching
one’s objectives with respect to certain partners. Neither innovation/inventiveness is
among the most important qualities, instead, of second importance is independence, and we
therefore conclude that the passion of doing something could be more about independence
rather than perseverance.
Perseveran
ce (101)
Determination
(133)
Assuming PICBE | 470

responsibility (136)
Innovation/inventiveness
(171)
Synthesis capacity (183)
Flexibility (266)
Independence (320)
Tolerance (331)
Figure 5. Perceived qualities of the entrepreneur

Though, apparently H1 is confirmed passion, innovation, perseverance being among
the options of the entrepreneurs, this hypothesis is infirmed in reality since the
entrepreneurs do not consider these elements as cornerstones for them.
The entrepreneurs take responsibilities and risks (Q/R 7, 8, 9, 15)

Any type of activity, regardless of the place where it is undertaken, its nature, or the person
performing it, it automatically implies taking some risks. From the plethora of risks,
sacrifices, and perils/dangers that an entrepreneur could face, we are going to limit our
analysis to four types of risks. Even if the entrepreneur does not realize it the moment
he/she starts the business, the entrepreneur is in an instrumental relationship with the
work he/she carries out and he/she has to solve the dilemma: is he/she at the service of the
business or the business is at his service. Over time, he strikes a balance between the two
factors. However, entrepreneurs who have responded to their personal risks (Q / R7)
consider that they first sacrificed their "free time" and then, equally, "family life" and
"Friends" (Figure 6).
free time
80%
other family
19% life 31% PICBE | 471
personal
risk
social life friends3

12% 1%
Figure 6. Personal risks

"Social life" is the least sacrificed because within it can be established further
professional co-operation relations. Strictly, in relation to the object of activity, of all types
of risk, the objective risks are, in our opinion, the only ones that can be predicted, calculated,
and sometimes, even eliminated. Considering the individual perception of objective risks,
we asked the entrepreneurs their opinions with respect to three major objective risks:
financial risk, competition and administrative problems (Q/R 8). Contrary to our
expectations, the financial risk was rated higher than administrative problems of
competition in terms of potential risks that could endanger business.
66%
70%
60%
50% 44%
40%
25%
30%
20%
8%
10%
0%
financial risks administrative competition other
problems
Figure 7. Objective risks

From the discussions we had with the young entrepreneurs, we know that financial risks
are very high, but we do not consider that they are listed so far apart from the other types
of risks taken into account.
lack of experience 76%
fear 25%
lack of self confidence 23% PICBE | 472
other 10%
lack of family support 6%
0% 20% 40% 60%

80%
Figure 8. Subjective risks

Most of the times, personal risks correlated with objective risks get to emphasize
subjective risks. Through the answers we got, we also wanted to check this hypothesis. As
Figure 8 reveals, our supplementary supposition did not hold true, because the impact of
the lack of family support is around 6%, while in the personal risks category, family
sacrifices level up to 31%. It seems rather strange to include the lack of experience among
subjective risks; on the other hand, from the point of view of tenure, this item is an
objective fact. But given that each individuals have their own perception with respect to
accumulated experience, and this explains the impact it has.
financial
(90%)
supply personal
(6%) (44%)
career
risks
competitio sales
n (27%) (27%)
Figure 9. Career risks

Concluding, a synthesis of the risks to which the entrepreneur is exposed and as a means of
checking the honesty of the answers, we conjointly analysed under the category “risks
assumed throughout the career”, or simply put “career risks” (Q/R 15) some of the
previously presented risks. This type of risks (illustrated in Figure 9) includes: financial
risks, personal risks, sales risks, competition risks and supply risks. As expected, by taking
into account the foregoing, financial risks and personal risks recorded the highest values,
additionally confirming the last hypothesis that entrepreneurs take risks to a greater extent
as compared to other workers.
Conclusions PICBE | 473

As we stated from the very beginning, the analysis carried out can only be considered as a
pilot test. The fact that hypothesis 1 has not been fully confirmed as we expected, may be
the result of a wrong wording of the questions and/or the choice of unrepresentative items.
We plan to resume research and, at the same time, expand the sample. The fact that
hypothesis 2 has been fully confirmed demonstrates that the entrepreneurial activity
differs from other occupations and should find its place in the RJC.
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What it takes to be an entrepreneur in Romania

The past at a glance

DOI: 10.1515/picbe-2017-0050 Unauthenticated

Current situation of entrepreneurship in Romania

Results and analysis

Figure 1. Reasons for becoming an entrepreneur

Market research (206)

Specialised studies (194)

Figure 2. Characteristics of the entrepreneur

Ability to run a company 74%

Buying a business (franchising) 6%

0% 20% 40% 60% 80%

Figure 4. The moment for starting a business

Assuming PICBE | 470

Synthesis capacity (183)

Figure 5. Perceived qualities of the entrepreneur

The entrepreneurs take responsibilities and risks (Q/R 7, 8, 9, 15)

social life friends3

Figure 6. Personal risks

Figure 7. Objective risks

lack of self confidence 23% PICBE | 472

lack of family support 6%

0% 20% 40% 60%

Figure 8. Subjective risks

Figure 9. Career risks

Conclusions PICBE | 473

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