PEOPLE.IDEAS.PERFORMANCE

22 ,1129$7,21 $1' 9$/8(6 ,1 +81*$5< eYD 0È/29,&6 %HiWD .LQFVHVQp 9$-'$ University of Szeged Hungary ,1752'8&7,21 In this chapter, we investigate the relationship between basic values and the innovative entrepreneurial behavior. According to a common understanding in the literature, one of the important influencing factors is the value structure of the person. Our main research questions thus are: How entrepreneurial values are represented in the basic value structure? What is the value structure of the entrepreneurs in our region? The answers were sought by using three different measures. By using the model of Schwartz (2011) on basic values, we studied ten values that characterize everyone, regardless of cultural background, to a certain degree. This is the most widely used value model of universal, personal values. Somewhat different versions of it serve as part of international measures like World Value Survey and European Social Survey. In parallel, we conducted interviews with leaders of innovative organizations. In this chapter we present the results of some interviews in form of two cases of remarkably innovative firms. When discussing the topic of innovation, the starting point is Schumpeter who emphasized psychological aspects when describing the innovative behavior of entrepreneurs. After that, we describe the model of Schwartz on basic values. We overview past Hungarian researches about the basic values of entrepreneurs before finally presenting our empirical research methods and results of our ongoing research seeking the answers to the questions raised above. 7+( %$6,& 9$/8( 02'(/ 2) 6&+:$57= Schwartz defines values as „ conceptions of the desirable that guide the way social actors (e.g. organizational leaders, policy-makers, individual persons) select actions, evaluate people and events, and explain their actions and evaluations ” (Schwartz , 1999) Values are held by individuals as well as by collectives. „ Where a collective is involved values become a component of culture together with other such components as symbols, rituals, artefacts, and heroes. ” (Morris and Schindehutte , 2005) The goal of Schwartz (1999) is to provide a universal insight, namely to provide an opportunity to measure values that are present all over the world. He describes the relationship between motivation and behavior in its complexity, and considers biological needs, interaction needs serving interpersonal coordination, and societal expectations for the group thrive as universal characteristics of values. These three areas are the starting point from which the following eight areas of motivation are derived: enjoyment, safety, performance, independence, sociability, restrictive conformity, social power and maturity . The first four categories define the i ndividual’s relationship with his value providing environment from the aspect of internal balance, while the second four categories define those