过 去几年对比中国和印度经济环境的评论性文章并不少见，这两个国家同时出现了经济的快速增长和企业家阶层的崛起。但对于这两个国家的企业家是如何思考的以及他们决策和行动的背后动机，我们却知之甚少。最近英国调查公司YouGov对中、印两国4,000多位企业家、企业经理和梦想成为企业家的人进行了一次调查，由英国智库列格坦研究所(Legatum Institute)近日公布的调查结果，使外界得以一窥这两个国家企业家阶层的各自状况，并将一些问题摆在了决策者和投资者面前。 这两个国家的企业家都很看好未来。近一半的受访者认为，他们的社会较10年前更欢迎企业活动，印度和中国分别只有25%和33%的受访者认为，全球金融危机严重冲击了新企业的前景。多数人相信，未来五年他们的生活将大为改善。 但在对经济的乐观之外，两种不同的企业家精神也显现了出来。中、印两国企业家创办企业的动机首先就有不同。当被问到主要的创业动机时，绝大多数印度企业家说是想成为自己的老板，而多数中国人的回答是为了挣更多钱。在这方面印度创业者与西方模式更像，考夫曼基金会(Kauffman Foundation)去年的研究显示，当美国创业者提及创业的主要原因时，他们更喜欢说想拥有自己的公司，而不是想积累自己的财富。 当被问及激励他们决定创业的其他原因时，近一半的中国创业者给出的答案都与国家扶持企业发展的努力有关，而在印度只有9%的受访者这样说。中国23%的创业者表示，他们在学校或大学学习的东西促使他们作出了创业决定，这想必是政府利用大学推动创业精神的结果。中国企业主提及政府采取的亲商措施或媒体(在中国媒体是国家控制的)所传达亲商信息的频率，是印度企业主的三倍。 印度企业家更能得到亲属和周围人士的支持。21%的印度受访者说，家庭期望是他们企业家精神的源泉，而中国受访者中只有9%这样说，27%的印度受访者说他们从所结识的其他企业家那里获得过激励，在中国受访者中这一比例为18%。 中、印两国企业家在激励和动机方面的差异体现在许多方面。印度依赖亲戚关系的创业模式在企业融资中就有体现，49%的印度企业主依赖家族资源创业，中国创业者中只有25%的人这样做。中国企业家更依赖银行，其中49%的人从银行贷款，印度企业家中的这一比例为27%。在对举债和获得投资等传统融资方式的利用方面，印度企业家的使用率只是中国企业家的一半。这一现象引发了一些可进一步研究的有趣问题。比如，印度企业家会因为知道自己一旦创业失败就将伤及朋友和家族、而非某个非亲非故的银行，从而在创业前更加小心地研究自己的商业模式吗？中资银行在提供贷款前，是否能像印度家庭一样仔细评估创业想法的商业价值呢？ 在罗列影响创业的重要因素时，印度创业者认为与获得融资差不多一样重要的，是创新和在困境面前承受风险的能力等个人内在品质。而对中国创业者来说，获得信息和知识比创造力更为重要。这暗示中国创业者认为商业上的成功有赖于知晓并利用外部市场环境，而印度创业者认为成功源于适应不断变化环境的内在能力。 中、印两国企业家在看待自身与外部政策环境的关系方面也有很大不同。印度81%的企业主说，要想获得商业成功，重要的是有能力找到并改进可绕开限制性法规和制度的方法。而中国93%的企业主说，必要的关系网(主要是与政府的关系)对他们的商业成功有重要作用。概括地说，有有事业心的印度人相信，即使没有国家的支持，他们也能成功，而中国有事业心的人则认为，他们的成功与政府有直接关系。 调查结果对于在发展中国家如何支持创业有借鉴作用。我们的调查目前显示，印度的企业家精神具有一种可持续性，而中国在这方面则不那么明显。由于印度企业家往往是在政府和金融机构运转不良的环境下获得成功的，因此他们形成了一种独立而勇于试验的禀性，我们有理由推断，如果印度减少对企业的种种羁绊并清除腐败，印度的企业家阶层将获得更大成功。而在中国，如果政府行为不再足以造就能满足经济发展需要的企业家，我们不清楚将会是怎样一种局面。 来自：《华尔街日报》 （本文作者Ryan Streeter是伦敦列格坦研究所的高级研究员） 【 英文 】The past few years have seen no shortage of commentary about the comparative economic environments in China and India, where growth and the rise of enterprising classes have gone hand in hand. Yet we have very little data to help us understand how entrepreneurs in these countries think and what motivates their decisions and actions. A new survey of more than 4,000 entrepreneurs, business managers and aspiring entrepreneurs, conducted by YouGov and released today by the Legatum Institute, sheds light on the countries' respective enterprising classes -- and raises some questions for policy makers and investors. Entrepreneurs in both countries share a high degree of bullishness. Nearly half of the respondents believe their societies are more welcoming of entrepreneurial activity than they were 10 years ago, and only one-quarter in India and one-third in China believe that the global financial crisis has seriously hampered the prospects for new businesses. The vast majority believe their lives will improve dramatically in the next five years. Looking beyond the economic optimism, however, two different styles of entrepreneurship emerge. The differences start with why entrepreneurs launch businesses in the first place. Asked about their main motivation, the overwhelming majority of Indian entrepreneurs name 'being my own boss,' while the most popular response in China is earning more money. In this way, Indian entrepreneurs more closely resemble the Western model: American entrepreneurs were more likely to cite 'owning my own company' than 'building my wealth' as the main reason they launched a business, according to a Kauffman Foundation study last year. When asked about other factors inspiring their decision to start businesses, nearly half of Chinese entrepreneurs give answers related to the state's efforts to promote and manage enterprise. Compared to just 9% in India, 23% of Chinese entrepreneurs say what they learned in school or at the university prompted their decision, presumably a result of the government's strategy of using universities to promote entrepreneurship. Chinese business owners cite pro-business actions by the government or pro-business messages in the media (which in China are state-controlled) at three times the rate of their Indian peers. Indian entrepreneurs paint a more relational and organic picture. Twenty-one percent cite family expectations as the source of their entrepreneurship compared to 9% in China, and 27% of Indians cite the inspiration they glean from knowing another entrepreneur, compared to 18% in China. This difference in inspiration and motivation manifests itself in many ways. The relational Indian model of business start-ups is evident in enterprise financing, where 49% of business owners rely on family resources to start their enterprise, compared to only 25% in China. Chinese entrepreneurs are much more dependent on banks, with 49% taking out loans compared to 27% in India. Indian entrepreneurs use conventional financing through debt and investors at about half the rate of their Chinese peers. This raises some interesting questions for further study. Are Indian entrepreneurs more careful about working out the kinks in their business models before they start because they know a default will hurt their friends and family instead of a faceless bank? And are Chinese banks as good as Indian families at evaluating the business merits of an entrepreneur's idea before extending credit? In listing factors important for starting a business, Indian entrepreneurs place nearly as much value on internal personal qualities, such as creativity and the ability to take risks in the face of adversity, as they do access to finance. Access to information and knowledge, for instance, is more important to Chinese entrepreneurs than being creative. This suggests that Chinese entrepreneurs believe business success depends on external market conditions that can be known and manipulated, whereas Indian entrepreneurs regard success as the result of their internal ability to adapt to changing conditions. There are also significant differences in how entrepreneurs see themselves relating to their policy environments. In India, 81% of business owners say that jugaad, the ability to improvise and find ways around prohibitive rules and institutions, is important to business success. In China, 93% of business owners say guanxi, the networks and relationships (primarily with the state) necessary to succeed in business, are important to their own success. Generally, enterprising individuals in India believe they succeed in spite of the state, while in China they think they succeed through their connections to it. The survey results uncover an unfolding experiment on how best to foster business creation in developing countries. So far, our findings suggest entrepreneurship in India is marked by a kind of sustainability that is less evident in China. Because India's entrepreneurs have succeeded amid dysfunctional government and financial institutions by developing a kind of independent and experimental ingenuity, it stands to reason that the enterprising class would prosper even more were India to reduce barriers to business and clean up corruption. In China it is unclear what will happen if state efforts are no longer sufficient to entice and groom the entrepreneurs its economy needs. Ryan Streeter Mr. Streeter is a senior fellow at the Legatum Institute in London.
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