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n some works. Firstly, it can make internal changes to improve the efficiencies and internal operations and the organizations of the enterprise itself. Secondly, it also can unify with other cooperatives or companies, or develop Marketing contracts, joint ventures, strategic alliances, or cooperate with other cooperatives or companies (James, 1999). Different method can bring diverse benefit, and make the relationship of cooperation short-term or long-term, immediate effective or forward-looking.

According to Paul (1996), informal networks are usually from mutual adaptation and cooperation among and within various state agencies, NGOs and international organizations. The traits and features of these networks are the development of knowledge, the exchange of information and resources through regular interactive or informal contacts. The formal networks are just like insurance to the entrepreneurs. Every structure and part can be supervised and trusted on behalf of formal networks. It gives positive energy to the developments and even the cooperation of entrepreneurs. However, due to the transparence and seriousness, the benefits may be limited to some extents. The formal networks are reliable in terms of development for the benefit chains are able to be analyzed. The main difference between informal networks and the formal ones is the actions and efforts of different organizations, individuals and local communities to build and sustain them. Informal networks can sometimes be based on the objective of a win-win exchange of information and assistance. One-to-one networking effort was emphasized, and the group culture that makes most formal linkages distinctive.

The key persons – entrepreneurs, the people who build the enterprises, choose the business mode, sustain the networks and unify the companies are responsible for developments Entrepreneurs are central for the firms and also important for the performance of their firms. The entrepreneurs always need to make crucial decisions for introduction of technology and management of innovations. The personality of entrepreneurs may be crucial for the decisions of development, competition and cooperation. Entrepreneurship is based on traits of the entrepreneur. Entrepreneurs should lead the staffs and give the employees an example of entrepreneurship. The spirit of enterprises is the soul of the company culture. The history and the culture must be spread.

Entrepreneurs’ traits are the epitome of the companies. In addition, entrepreneurship is the signal of the enterprises. Baum (2007) demonstrates that the entrepreneurs will make various decisions which are the direction of developing enterprises owing to their own traits. Development depends on the choice and decisions are up to entrepreneurs’ traits. Different traits lead to various minds which cause decision makers to make their own plans for enterprises. New retrospect and evaluations of entrepreneurship trait research (Rauch, 2007) indicate that personality traits of entrepreneurs may be crucial for entrepreneurship. In particular, much attention of deficient entrepreneurship research has been paid to the general personality traits. Traits, such as autonomy, independence and individualism (Goldberg, 1990) can be beneficial for developments. Meanwhile, suspicion, indecision and authority diversion may be block progress. Consequently, these personality traits can have in本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。