Fluent Essays

Sanitation: Waste Transfer Station A First Nation in Northern Ontario has developed a waste transfer station to manage solid waste from the community as there isn’t additional space at the current landfill. Now operational, the transfer station faces some challenges – the waste is trucked about an hour away and has basically put the First Nation’s problem in the backyard of someone else; the bins are being charged by volume not weight, which means there can be voids in the bin with air gaps that the Nation is being charged for. There are two non-Indigenous communities and four Indigenous communities within an hour of the transfer station. What can the Nation do to reduce the transportation cost of the waste? Are there economies of scale that can be gained by working with surrounding communities? Team Assignment 1, 2, & 3. The Team Assignment has three parts: 1. Approach, methodology and key findings (due end of week 7): 15% 2. Completed paper from start to finish with recommendations (due end of week 10): 25% 3. Presentation (due during week 11): 5% Read your team’s case as found in Moodle. Your team are the consultants and will ensure research, diagnosis, and critical analysis for the creation of recommendations regarding the case. You have access to both the organization through email and through a video and/or in powerpoints in Moodle. The expectation is to communicate/ask questions by email and/or as otherwise instructed/recommended by business. Team Assignment 1: 12 pages maximum; APA style only required in Reference section. Your team can be creative in their approach and paper, but with the expectation that they will use the tools and learning from BUSI640 (and other courses where appropriate): this includes but it is not limited to the various diagnostic tools and the Management Consulting Template. The first paper is only a preliminary, start-up paper that should include (but not necessarily be limited to) background/current situation; issue/opportunity to be solved; the scope; the approach and methodology (ensure listing of steps to be undertaken), and the KEY FINDINGS based upon the diagnostic tools the team chooses to utilize. Team Assignment 1 does not include recommendations. Team Assignment 2: This assignment has no page limit, but typically 40 pages minimum. All sections must be APA. The final paper is the professional document for the client. Team Assignment 1 will now be adjusted/tweaked to link in with Team Assignment 2 (Team Assignment 1 is the start of Team Assignment 2 and is typically lengthened/adjusted/improved. A suggested Table of Contents is listed beneath. The team can and should be creative/thinking outside of the box in their final document, but the aspects listed in the example will be important to include whether in similar titling/sub-titling or not. The layout is at the discretion of the consultant team. Assignment 3: The presentation should be a maximum of 12 slides including title page and references; Maximum presentation time is held strictly to 10 minutes; 1 or more presenters can speak at the discretion/choice of team- but all team members must be available for any post-presentation questions. An example/sample table of contents is shown as a starting place for the team to consider and assemble a detailed analysis/recommendations. Other items/subtitles should be considered: Optional Very Brief Cover Letter TITLE PAGE EXECUTIVE SUMMARY TABLE OF CONTENTS APPROACH & METHODOLOGY KEY FINDINGS • Strategy • Finance • Human Resources • Information Technology • Operations • Marketing SUMMARY FINDINGS RECOMMENDATIONS • Strategy • Finance • Human Resources • Information Technology • Operations • Marketing CHANGE READINESS ASSESSMENT • Establishing a Sense of Urgency • Forming a Powerful Guiding Coalition • Creating a Vision • Communicating the Vision • Empowering Others to Act on the Vision • Planning for and Creating Short-Term Wins • Consolidating Improvements and Producing still More Change • Institutionalizing New Approaches CONCLUDING REMARKS REFERENCES APPENDICES (random samples only/depends on team choices) APPENDIX A: Diagnostic Tool(s) APPENDIX B: Business Model Canvas/Business Model Circle APPENDIX C: Critical Issues Assessment APPENDIX D: Evaluation of Possible Solutions APPENDIX E: Recommendation Detail APPENDIX F: Criteria Matrix for Prioritizing Recommendations First Nation Entrepreneurship: New Venture Creation, Motivation and Business Model Canvas Presented to the Faculty of Paris School of Business in Partial Fulfillment of the Requirements for the Executive Doctorate in Business Administration Brent Ramsay Paris, France 2019 Defended October 21, 2019 DBA Supervisor: Thierry Burger-Helmchen Committee Member: Emmanuel Muller Committee Member: Octavio Escobar COPYRIGHT PAGE L’école n’entend donner ni approbation ni improbation aux opinions émises dans les thèses. Ces écrits doivent être considérés comme propres à leurs auteurs. BIOGRAPHICAL SKETCH Brent Ramsay was born in Delisle, Saskatchewan, Canada. He attended the University of Saskatchewan and graduated with a B.A. Honors. He attended Simon Fraser University and graduated with an MBA in Business Administration in 2016. Brent is an Advanced Practitioner of the Association for Conflict Resolution, a certified practitioner with the Academy of Family Mediators, and an Approved Instructor with the International Critical Incident Stress Foundation. He has worked and consulted in numerous Indigenous communities. He is presently a researcher and sessional lecturer with Simon Fraser University. He began his doctoral studies at the Paris School of Business in December 2016. 2 31 ACKNOWLEDGMENTS I would like to begin by acknowledging that the land on which the majority of the information provided by Indigenous peoples was in the unceded territory of the Coast Salish peoples, including the territories of the xʷməθkwəy̓əm (Musqueam), Skwxwú7mesh (Squamish), and Səl̓ílwətaʔ/Selilwitulh (Tsleil-Waututh) Nations. TABLE OF CONTENTS Biographical Sketch Acknowledgements Table of Contents List of Tables List of Figures List of Diagrams List of Abbreviations Abstract Chapter One 1 Introduction Preface Who are First Nations people? Where should entrepreneurship research start? Primary Dissertation Inquiry Dissertation Roadmap Chapter Overviews Postface Thesis Flowchart Flowchart Annotations Chapter Two 13 Definitions and Conceptual Frameworks: Entrepreneurship, Entrepreneurs, New Venture Creation and Motivation Preface Definitions a. Entrepreneurship b. Entrepreneurs c. New Venture Creation d. Motivation Conceptual Frameworks a. Four-Variable Framework for Describing New Venture Creation b. Organizational Emergence Model c. Goal Setting Theory of Motivation d. Other Frameworks Conclusions Postface Chapter Three 28 Literature Review 1: First Nation Entrepreneurship: Organization, Process, Environment and Individual Motivation Preface Variable One and Two: Organization and Process Inferred Entrepreneurship? a. Membertou First Nation b. Meadow Lake Tribal Council c. Tahltan Nation d. Essipit Innu First Nation e. Westbank First Nation Reality of First Nation On-reserve Entrepreneurship Variable Three: Environment a. Challenges to First Nation Entrepreneurship b. Benefits of First Nation Entrepreneurship Variable Four: Individual Motivations Conclusions Postface Chapter Four 81 Literature Review 2: Entrepreneurial Motivation in Challenged Environments Preface Subset 1: Entrepreneurship and Poverty Alleviation Models a. Community-Based Enterprise b. Public Entrepreneurship c. Opportunity type d. Social Network Approach e. Embedded Entrepreneurship f. Three Social Entrepreneurship Models g. Social-Founder Identity h. Micros-enterprise Development Outcomes Subset 2. Indigenous Entrepreneurship Approaches (Outside of Canada) a. Indigenous Australian Entrepreneurs Examining Success b. Social Capital and Networking c. Indigenous Entrepreneurship, Culture & Micro-experience d. Social Capital, Networking and Indigenous Entrepreneurs e. Australian Indigenous Entrepreneurs: Motivations and Commitment Outcomes Conclusions Findings Collateral Information: Filling the Previous Knowledge Gap Postface Thesis Progress Research Questions and Next Steps Chapter Five 108 Research 1: New Venture Creation, Motivation, and First Nation Entrepreneurs Preface Research Development and Design a. Foundation, Theoretical Propositions, and Research Variables b. Research Methodology Data Analysis a. Primary Motivators b. Ranking of Motivators c. Motivation and New Venture Creation d. First Nation Business Models e. First Nation Perception of Mainstream Entrepreneur Motivations Discussion a. Primary Motivators b. Ranking of Motivators c. Motivation and New Venture Creation d. First Nation Business Models e. First Nation Perception of Mainstream Entrepreneur Motivations Conclusions Postface Limitations Future Research Next Steps Chapter Six 162 Research 2: Business Model Canvas and First Nation Entrepreneurs Preface Research Methodology Data Analysis a. Business Model Canvas: Element Changes b. Business Model Canvas: Pillar Changes c. Business Model Canvas: Themes Discussion a. Business Model Canvas: Element and Pillar Changes b. Business Model Canvas: Themes c. A New Model for First Nation Entrepreneurs: Business Model Circle Conclusions Postface Limitations Future Research Chapter Seven 209 Thesis Conclusions Preface Research Inquiries Key Findings Postface Limitations Future Research References Appendix Map of Canada with First Nations Indian Act Qualitative Instrument: Chapter 5 Focus Groups Quantitative Survey Instrument: Chapter 5 Interview Records (A – L): Chapter 6 LIST OF TABLES Table 1. Average Income Score, First Nations & Non-Aboriginal Communities, 1981-2011 56 Table 2. CWB Component Scores, First Nations and Non-Aboriginal Communities, 2011 57 Table 3. Condition of Environmental Characteristics of First Nation Entrepreneurship 62 Table 4. Westbank First Nation Environmental Characteristics and Conditions 63 Table 5. Aspects Important to On-Reserve First Nation Entrepreneurship 71 Table 6. Aspects by Category of Importance to On-Reserve First Nation Entrepreneurship 73 Table 7. Community Poverty Alleviation Model and Entrepreneurship Goals/Processes 91 Table 8. Motivations of Indigenous Entrepreneurs 99 Table 9. Independent and Dependent Variables 112 Table 10. First Nation Entrepreneur Motivator Importance by Business Stage 128 Table 11. Hypotheses: Change in motivation (static/increase/decrease) 146 Table 12. Business Model Changes per BMC Element and Business Stage 182 Table 13. Quotations: Entrepreneurs Key Resource Primary Contributor (Knowledge) 184 Table 14. Quotations: Entrepreneurs Busy with Growth Combined Postlaunch 186 Table 15. Quotations: Entrepreneurs with Businesses Closed 189 Table 16. Quotations: Entrepreneurs with Businesses Open 190 Table 17. Quotations: Entrepreneurs Prelaunch “help my community” 193 Table 18. Quotations: Entrepreneurs Postlaunch < 2 Years “help my community” 194 Table 19. Quotations: Entrepreneurs Postlaunch > 2 Years “help my community” 195 Table 20. Quotations: Entrepreneurs Bringing Knowledge Prelaunch 198 Table 21. Quotations: Entrepreneurs Increasing Knowledge Postlaunch < 2 Years 199 Table 22. Quotations: Entrepreneurs Using Knowledge Postlaunch > 2 Years 199 LIST OF FIGURES Figure 1 Importance value comparison: Combined scores of goal-setting motivations of Indigenous community entrepreneurial initiatives 94 Figure 2 Importance value comparison: Combined scores of goal-setting motivations of Indigenous community entrepreneurial initiatives 102 Figure 3 New venture creation motivators: interviews 121 Figure 4 Questionnaire percentages of primary motivators versus other Motivators 121 Figure 5 Questionnaire totals per motivator 122 Figure 6 Interview percentages of primary motivators versus other motivators 123 Figure 7 Questionnaire ranking of First Nation entrepreneur motivations 125 Figure 8 Interview rankings of First Nation entrepreneur motivations 125 Figure 9 Motivators of First Nation entrepreneurs by business stage 127 Figure 10 Importance-value of social good through business stages 129 Figure 11 Importance-value of financial gain through business stages 129 Figure 12 Importance-value of cultural support through business stages 130 Figure 13 Importance-value of Nation Building through business stages 130 Figure 14 Importance-value of joining business collective through business stages 131 Figure 15 Importance-value of social networking through business stages 131 Figure 16 Start-up business types of First Nation on-reserve entrepreneurs 133 Figure 17 Business model intent of First Nation entrepreneurs who know of sole proprietorship 134 Figure 18 Business model intent of First Nation entrepreneurs who know of business collective 135 Figure 19 Business model intent of First Nation entrepreneurs who know of social entrepreneurship 136 Figure 20 Intent to open social entrepreneurship 136 Figure 21 Intent to open sole proprietorship 137 Figure 22 Intent to open in business collective 137 Figure 23 Ranking of mainstream business motivators by First Nation Entrepreneurs 139 Figure 24 Comparison of primary motivators: First Nation and mainstream Entrepreneurs 139 Figure 25 Social gain: actual versus hypothesized importance-value changes through business stages 147 Figure 26 Financial gain: actual versus hypothesized importance-value changes through business stages 147 Figure 27 Nation Building: actual versus hypothesized importance-value changes through business stages 148 Figure 28 Cultural support: actual versus hypothesized importance-value changes through business stages 149 Figure 29 Social networking: actual versus hypothesized importance-value changes through business stages 149 Figure 30 Joining business collective: actual versus hypothesized importance-value changes through new venture creation stages 151 Figure 31 Social good - financial gain: comparative importance-value changes through business stages 151 Figure 32 Nation Building - cultural support: comparative importance-value changes through business stages 152 Figure 33 Social networking - joining business collective: comparative importance-value changes through business stages 153 Figure 34 Total BMC changes per First Nation entrepreneur 168 Figure 35 Total BMC changes per Postlaunch stage by First Nation entrepreneurs 168 Figure 36 Mean BMC changes in each business stage by First Nation entrepreneurs 169 Figure 37 BMC element changes Postlaunch < 2 Years + > 2 Years by First Nation entrepreneurs 170 Figure 38 BMC element changes Postlaunch < 2 Years of First Nation entrepreneurs 170 Figure 39 BMC element changes Postlaunch > 2 Years of First Nation entrepreneurs 171 Figure 40 Comparison of BMC element changes per Postlaunch stage (bar graph) 171 Figure 41 Comparison of BMC element changes per Postlaunch stage (line graph) 172 Figure 42 Closed vs open businesses: combined mean postlaunch stages BMC element changes 173 Figure 43 Closed vs open businesses: separated postlaunch stages mean BMC element changes 173 Figure 44 Sector experience: Business closures > 4 years First Nation entrepreneurs 174 Figure 45 Percentages of First Nation entrepreneurs with backgrounds in their new venture sectors 175 Figure 46 Combined postlaunch BMC changes per pillar (totals) 176 Figure 47 BMC total changes per pillar Postlaunch stages combined 176 Figure 48 BMC element changes per pillar: Postlaunch < 2 Years versus > 2 Years 177 Figure 49 Open First Nation businesses: Changes per pillar Postlaunch < 2 Years 177 Figure 50 Open First Nation businesses: Changes per pillar Postlaunch > 2 Years 178 Figure 51 Total references per BMC theme 179 Figure 52 Number of BMC references during Prelaunch stage 179 Figure 53 Number of BMC references during Postlaunch < 2 Years stage 181 Figure 54 Number of BMC references during Postlaunch > 2 Years stage 182 Figure 55 “Help my community” theme: References per business stage 182 Figure 56 “Financial concerns/action” theme: References per business stage 183 Figure 57 Mean entrepreneur BMC pillar changes per element 188 Figure 58 “Help my community” theme: References and comments per business Stage 196 LIST OF DIAGRAMS Diagram 1. Thesis Flowchart 10 Diagram 2. Framework for Describing New Venture Creation 19 Diagram 3. Variables in New Venture Creation 20 Diagram 4. Native Nations Model of Action 21 Diagram 5. Organization Emergence and Creation Process 23 Diagram 6. Cycles of Entrepreneurial Activity 23 Diagram 7. Goal-setting Theory of Motivation 24 Diagram 8. Mean Tendency Framework for Methodological Fit 113 Diagram 9. Indigenous Research Paradigm 117 Diagram 10. Business Model Canvas (BMC) 163 Diagram 11. Business Model Circle (BMCI) 205 LIST OF ABBREVIATIONS BMC Business Model Canvas BMCI Business Model Circle CBE Community-Based Enterprise CCAB Canadian Council for Aboriginal Business CWB Community Well-Being Index EIFN Essipit Innu First Nation EMES Emergence of Social Enterprises in Europe FN First Nation HDI Human Development Index IBA Impact Benefit Agreement MBA Master of Business Administration MFN Membertou First Nation MLTC Meadow Lake Tribal Council NGO Non-government Organization PREPPY Professional Readiness Employee Preparation Program for Youth RCAP Royal Commission on Aboriginal Peoples SWOT Strength, Weakness, Opportunity and Threat Analysis TN Tahltan Nation WFN Westbank First Nation ABSTRACT Poverty and economic disadvantage issues are prevalent in First Nation communities. Indigenous entrepreneurship is an underdeveloped but potential resource to expand and enhance economic development, self-reliance and quality of life for First Nation citizens. This thesis aims to fill gaps of knowledge that exist in the field of Indigenous entrepreneurial goals, drivers and motivations, and thereby contribute beneficially towards citizen member needs, community prosperity, and Nation building aspirations of Indigenous peoples. The thesis contains two separate literature reviews. Literature Review 1 establishes that while an especially difficult business environment exists in First Nation communities, there is a paucity of research regarding First Nation entrepreneurship. Literature Review 2 provides collateral information from two different entrepreneurial population segments that identify potential motivators for First Nation entrepreneurship research. The thesis consists of two research undertakings, both using terms and conceptual frameworks found suitable for First Nation entrepreneurial research. Utilizing a mixed sequential research methodology with seventy-six FN entrepreneurs Research 1 determines the primary motivators of FN entrepreneurs and their importance rankings, as well as how the motivators change through business phases. Research 2, in response to a recommendation from Research 1, examines further aspects of FN entrepreneurship through a qualitative research approach framed by Business Model Canvas with twelve FN entrepreneurs. Rationales for changes in goal-setting motivations and business decisions in new venture creation are determined, and a new, adaptive model, Business Model Circle (BMCI), is developed for potential use by First Nation entrepreneurs and researchers. The thesis ends with statements on the research limitations and future research recommendations. CHAPTER ONE Introduction Preface. Economic disadvantages and issues of poverty exist in many First Nation communities. To help overcome these oft cited realities (Indigenous and Northern Affairs Canada, 2011, 2012, 2015; Joseph, 2019; Miller, 2012; Champagne, 2015; Thrush, 2017; Cornell, 2007) First Nation (FN) small business entrepreneurship is one opportune, but still underdeveloped, resource towards economic development, poverty alleviation and quality of life improvement by First Nation citizens. More recently, despite what had previously been identified as a woeful shortage of these businesses (Cornell, Jorgensen, Record & Timeche, 2007), First Nation entrepreneurship is now surging (Curran, 2018), and has even begun to outpace non-Indigenous mainstream Canada entrepreneurial growth (Callihoo & Bruno, 2016). More and more Indigenous peoples are pursuing entrepreneurial opportunities and ventures (Clarkson, 2017). With the increasing numbers and successes of First Nation entrepreneurs planning businesses, creating and developing new ventures, and expanding their enterprises, the time is propitious to learn more about their business methods, motivations, processes, environments, and strategies. Research may provide new information, understanding and models contributing to future First Nation small business development (and other Indigenous peoples and minorities) in their quest to strengthen communities and overcome existing economic disadvantages. The overarching purpose of this dissertation is adding new knowledge towards these purposes. But who are First Nations people, and where should entrepreneurship research start? Who are First Nations people? First Nations people are the predominant Aboriginal people of the three Aboriginal groups in Canada (First Nation, Inuit, and Metis). Aboriginals are one of the fastest growing demographic groups in Canada, having risen from 740,500 in 2010 to 911,700 in 2016. They are also a young population: Aboriginal children 14 years of age and lower make up 28.0% of the total Aboriginal population whereas this age group is only 7.0% of all children for the rest of Canada. (Statistics Canada Data Census, 2016). Aboriginal people own, as well as control, 20% of the Canada land mass, and that percentage is expected to increase to 30% by 2031 (Cooper, 2016). Throughout the world there are many Aboriginal or Indigenous people (the terms Aboriginal and Indigenous are used interchangeably), of which First Nations in Canada are one people. An example of another North American Indigenous group, native Americans, refers to the Indigenous people of the United States. Examples from outside North American include the Māori, Indigenous people of New Zealand, and the Australian Aborigine, Indigenous people of Australia. There are also typically numerous subcategories of Indigenous people within each of the larger worldwide groups. Across Canada, there are 634 First Nations bands or governments (see Appendix: Map of Canada with First Nations), with a membership population of 977,235 citizens out of Canada’s total population of 34,060,465, representing 2.9 % of the country’s overall population (Statistics Canada Data Census, 2016). In 2011 45.3% of the First Nation population lived “on-reserve”, and the remaining 54.7% lived “off-reserve” (Statistics Canada, 2011); The 2016 Canadian census did not provide a comparative statistic for this variable as it was significantly affected by incomplete enumerations of certain settlements and reserves (Statistics Canada Data Census, 2016), but estimates remain at 46% living on-reserve and 54% off-reserve A “reserve” is the term used for each of the more than 3,100 tracts of land identified under the Indian Act and treaty agreements for the exclusive use of a First Nation band or government. First Nation entrepreneurs are those citizen members who establish and operate their independently owned businesses, usually small or micro-enterprises, typically on First Nation reserves and/or territories[footnoteRef:1]. First Nation businesses that are located off reserve land are sometimes referred to as “off-reserve businesses and enterprises”. The primary focus of this thesis is First Nation communities and First Nation entrepreneurs who self-identify as having businesses “on-reserve” or “on-territory”. These small business operations are also distinct from First Nation band-owned enterprises, businesses and economic initiatives that are often, but not necessarily, of a larger scale. The terms “citizen entrepreneurs”, “on-reserve entrepreneurs”, and “First Nation small business entrepreneurs” are regarded as synonymous with First Nation members who independently own and operate private business enterprises. [1: “Territory in this dissertation refers to both Treaty territory (land defined by negotiations and usually designated cartographically), and Traditional territory (land used and occupied by First Nations but not defined by Treaty).] Where should entrepreneurship research start? Entrepreneurship and new venture creation are very broad subjects: how do we define and conceptualize these topics for the purpose of our research? There are many related terms and aspects: economic development, small and medium businesses, opportunity, embeddedness, partnerships, client segments, crowdsourcing, startup costs, nascent and experienced entrepreneurs, social entrepreneurship, risk management, cost structures, key resources and activities, revenue streams, profit margins, and much, much more. And furthermore, what do we already know about First Nation entrepreneurship? What specifically are any challenges and advantages facing these entrepreneurs? What constitutes success in new venture creation? What are the most likely causes of their business failures and business successes? What motivates and drives these entrepreneurs to be successful in overcoming challenges? What can we learn that adds to existing knowledge of First Nation entrepreneurship: business planning, processes, decisions, and development? How are business plans developed, followed and pivoted from? The possible questions around entrepreneurship, and First Nation entrepreneurs, are many and numerous. Given the increasing development, and subsequent interest in First Nation business development including specifically entrepreneurship, this focus of this dissertation is on determining what knowledge presently exists on First Nation entrepreneurs, what drives and motivates them, and what models and frameworks are conducive to the research and development of First Nation new venture creation. Primary Dissertation Inquiry . This dissertation is impelled by four key questions: 1. In this research, what do we mean by entrepreneurship, entrepreneurs, new venture creation and motivation? 2. What knowledge exists regarding First Nation entrepreneurship: the entrepreneurs and their organizations, processes, environments and motivations? (Chapter Three) 3. Specifically, what are the goal-setting motivators driving First Nation entrepreneurs in new venture creation, and how do these drivers change through business stages? (Chapter Four and Five) 4. What can we learn about, and add to the knowledge of, First Nation entrepreneurship through Business Model Canvas? (Chapter Six) Dissertation Roadmap. To answer these questions, the roadmap and journey followed through the four sections of this study and dissertation on First Nation entrepreneurship will be: (a) framed by the definitions and conceptual schemas of Chapter Two; (b) impacted in Chapter Three by limitations of information and research on First Nation entrepreneurs’ new venture creation motivations and goals. This leads to a deeper and wider scan for analogous, transferable information achieved in the following chapter; (c) extended into collateral literature reviews in Chapter Four: i. International poverty alleviation models ii. Indigenous community entrepreneurship approaches, which determine goals and motivators applicable to First Nation entrepreneurs for research in Chapter Five; (d) researched via a mixed method sequential design in Chapter Five to determine First Nation entrepreneurs’: (a) primary motivators and their rankings; (b) changes in motivators occurring through three new venture creation business stages (Prelaunch; Postlaunch < 2 Years; Postlaunch > 2 Years); (e) i. investigated further in Chapter Six research by utilizing the Business Model Canvas framework in a qualitative study towards deeper understandings of First Nation entrepreneurs’ processes, change decisions and dynamics during new venture creation business stages; ii. enhanced in Chapter Six with the emergence of an adapted business development model more aligned with First Nation entrepreneurial goals, motivations and values. (f) concluded in Chapter Seven with the presentation of key findings, dissertation conclusions, recommendations, and limitations. Chapter Overviews. This chapter is devoted to introducing the topic areas, and the population group. It briefly summarizes the upcoming chapters and adumbrates the dissertation path which commences with Chapter Two. Chapter Two explores and provides definitions and conceptual frameworks used throughout the dissertation for four terms that will be utilized in this study: “entrepreneurship”, “entrepreneurs”, “new venture creation”, and “motivation”. Numerous definitions for these aspects exist, and to establish consistency in research it becomes important for entrepreneurial based studies to express as clearly and specifically as possible the ascriptions and usages of key terms in studies (Gartner,1988; 1990; 2016). Motivation is seen as especially important given that entrepreneurship theory development requires consideration regarding entrepreneurs’ motivations and drivers as they make organizational decisions about their processes and strategies (Shane, Locke and Collins, 2012). Finally, since entrepreneurship does not remain static, but is active and dynamic, Chapter Two also presents conceptual frameworks relevant for discussing and understanding entrepreneurial processes (motivations and actions) across time and through business stages; It also establishes the structure for the literature review of Chapter Three. Chapter Three undertakes a preliminary literature review by examining First Nation entrepreneurship within the definitions and frameworks set out in Chapter Two. The literature review is delineated into key entrepreneurial elements of “organization”, “process”, “environment and context”, and “individual motivations” in accordance with W.B. Gartner’s “Four Variable Framework for Describing new Venture Creation” (Gartner, 1985, 2016; Gartner, Mitchell, & Vesper, 1989; Katz & Gartner, 1988). A scarcity of information on First Nation citizen entrepreneurs is found, especially vis-à-vis organization and process. While overall, a large portion of the literature review information found is deficit based, focusing on the significant challenges of poverty, infrastructure and lack of capital as environment contexts experienced by First Nation businesses in their communities, five examples of First Nation communities with entrepreneurship activities are presented. It is also determined that there is a dearth of research available on the motivations driving First Nation entrepreneurial new venture creation. Having identified gaps through the preliminary literature review, Chapter Three recommends additional literature reviews in a hunt for collateral information on entrepreneurial motivations with population segments that have business environment and background similarities with First Nation entrepreneurs. An extended search, undertaken in Chapter Four, may provide transferable information towards understanding First Nation goal-setting motivations. Chapter Four, as a follow-up to Chapter Three is comprised of the two final literature reviews and fills gaps in knowledge on First Nation entrepreneurial motivations. Both reviews target the drivers of international entrepreneurs with backgrounds or environments similar with First Nations. It is hoped this collateral information will be transferable to a better understanding of First Nation entrepreneurs, not only help to fill the gaps found in the preliminary literature review of Chapter Three, but to assist in the development of theoretical propositions and research questions. In Chapter Four, the first literature review is based on economically disadvantaged communities- something common to many First Nation communities. It investigates the entrepreneurial goal-setting motivators of ten different international poverty alleviation models. The second literature review, based on international Indigenous communities, examines the motivations of five different entrepreneurship based economic development models from Indigenous peoples of Alaska, Hawaii, New Zealand, Samoa and Australia. A comparison of the two literature review groups determines motivational similarities, differences and gaps. The findings then are used as the basis for the First Nation entrepreneurship study conducted in Chapter Five. Chapter Five, in response to …