Vast resources are expended to promote entrepreneurial activities. These efforts often simplistically transfer programs that have worked in one culture to a different culture, with disappointing results. This study begins to identify facets of culture that are enduring, and therefore likely to reject interventions, as well as those that are more likely to respond. The study reports on survey data from entrepreneurs from Mainland China, Taiwan, the Republic of China, and the United States. The results suggest that value structures related to individualism collectivism and to attitudes toward the role of work appear to be much more enduring than the value structures related to acceptance of large differences in power and to risk.
