In the open innovation management literature, it is widely acknowledged that individuals play a crucial role in collaborative knowledge creation processes. However, the literature tends not to explore the human side of open innovation teams. The present article therefore examines the competencies that professionals need for working in open innovation teams (specific but not necessarily unique to open innovation) and to cope with the challenges they face. A qualitative study consisting of explorative interviews and focus group discussions was conducted, resulting in a competence profile for open innovation professionals. The profile adds a new perspective to the field of open innovation management by focusing on how individuals involved in open innovation teams can enhance open innovation success. It reveals, among other things, how professionals can generate new knowledge, build trust, and deal with low reciprocal commitment in open innovation teams. Especially, brokering solutions and being socially competent seem to be important for open innovation professionals. Companies should focus on these competencies when supporting their professionals in open innovation teams.5 1Combine (c1) Employs integrative (win-win) negotiation strategies rather than distributive (win-lose) strategies. Brokers solutions or outcomes. Thinks in ways that differ from established lines of thought. Agrees to disagree (lose-lose). Considers common goal as most important. Adapts without violating own ideas.

This article builds on a previous 2004 Journal of Vocational Education and Training (JVET) contribution by Biemans et al., in which several possible pitfalls in designing and implementing competence-based education (CBE) were discussed. The present article reports on the results of an extensive research programme on competence development and CBE consisting of four empirical studies carried out in schools for secondary and higher vocational education in the life sciences in the Netherlands in the years 2004 to 2008. Based on the research findings, the article examines how the CBE pitfalls have been dealt with in Dutch VET. The conclusion can be drawn that the various pitfalls have received attention during the design and implementation of CBE, but not all problems have been solved yet. The article provides clues as to how the various pitfalls might be further addressed in the future to improve the quality of competence-based VET.

Moving beyond general personal traits as predictors for success, a growing volume of research acknowledges that entrepreneurial core processes are enabled by specific competencies which can be learned, further refined and developed. The research objective of this article is to develop a framework for entrepreneurial competence in a well-defined small firm sector by elaborating and empirically validating an existing categorization of entrepreneurial competence. The dataset includes 348 small firm owner-managers who participated in an educational programme, established to pursue new business opportunities in the Dutch agri-food sector. Exploratory factor analysis and confirmatory factor analysis revealed that three domains constitute the heart of entrepreneurial competence in this small firm context: 'analysing', 'pursuing' and 'networking'. These three competence domains provide professionals active in sector development, small business support and (vocational) education with an empirically valid framework of clearly discernible elements of entrepreneurial competence. This framework also encompasses insights on education and learning.

In open innovation teams, people from different organizations work together to develop new products, services, or markets. This organizational diversity can positively influence collaborative knowledge creation but can frustrate and obstruct the process as well. To increase the success rates of open innovation, it is vital to learn how individuals create knowledge in open innovation teams and the problems they face. However, HRD research on this topic is still lacking. This article reviews the literature in HRD, organizational, and learning sciences, describing how individuals interact when creating knowledge collaboratively, and gives an overview of the challenges with collaborative knowledge creation in open innovation teams. The article ends with a discussion and conclusion, and implications for further research.

Despite the widely acknowledged importance of entrepreneurial learning, research specifically addressing the question of what fosters this process is still in poor supply. In the present study, entrepreneurial learning was conceptualised as a distinct type of workplace learning, emphasising the role of the work environment in performing entrepreneurial tasks by owner/managers. A qualitative study was conducted among a specific sample of 25 small-business owners in an innovative, successful sector in the Netherlands: greenhouse horticulture. In-depth semi-structured interviews were held focussing on critical incidents as they arose around a pursued business opportunity. Four factors were identified as being crucial in the entrepreneurial learning process, namely: support and guidance, external interaction, internal communication, and task characteristics. Furthermore, the results showed that different types of business opportunities presented different dynamics for entrepreneurial learning. Finally, the results suggested a two-layered interaction between learner and work environment. Entrepreneurial learning is influenced by the work environment, which is in turn shaped and defined by the entrepreneur.