An entrepreneurial key competencies’ model

Abstract

The paper has twofold goals. The paper reviews the culture of entrepreneurship and entrepreneurial competencies in Palestine. It is characterized by donor-supported and non-governmental-initiated trainings. This demands an urgent active involvement of universities in the field of entrepreneurship that is shaped in the form of Research and Development as well as offering entrepreneurship academic programs. This comes in line with the emerging trend of offering courses and programs at universities worldwide. Furthermore, the paper proposes a softcomputing-based entrepreneurial key competencies' model (SKECM). This tool is capable of predicting/judging the overall quality of entrepreneurial competencies. SKECM is based on the three-cluster, ten key entrepreneurial competencies developed and used by Empretec. A three-stage, 14 different models have been developed and validated by hundreds of randomly generated datasets. Measures were used to validate the adequacy of these models including, the mean average percentage errors and the maximum percentage errors. The best achieved values for these measures are 0.8511 and 6.3175, respectively. However, although the preliminary findings of the proposed SKECM model are promising, more testing is still required before stating the adequacy of applying the softcomputing modeling approach in the entrepreneurship field (This is to state that there are no financial competing interests (political, personal, religious, ideological, academic, intellectual, commercial, or any other) to declare in relation to this manuscript).

A Fuzzy Methodology for Local Entrepreneurial Culture Evaluation: Evidence From Post-Soviet Kyrgyzstan

“…It discovers that the entrepreneurial skills and interests of students are enhanced at the end of the programme [20] Investigating entrepreneurial culture by using participative observation methodology The model can be used as an accurate, effective, and systematic decision-support tool [25] Detecting the personality traits and emotional intelligence factors that affect entrepreneurial intention Fuzzy DEMATEL It determines the need for achievement as the most significant factor that affects entrepreneurial intention [26] Developing the soft-computing-based key entrepreneurial competencies model…”

Open Source Web Platform for the Analysis of Academic Spin-offs

“…In accordance with this situation, it is verified that most founders of university spin-offs are scientists or 74 engineers with some business skills. Most of the projects also involve multi-founder teams, being common to find the involvement of several researchers, students or teachers from diverse educational institutions [5].…”

Análise de processos de aprendizagem individual e organizacional em empresas incubadas de base tecnológica

“…• Competência de aprendizagem (Man, 2001;Man & Lau, 2005;Man & Lau, 2002;Man, 2006;Kyndt & Baert, 2015) • Conhecimento e capacidade cognitiva (Baum, 1994;Mitchelmore & Rowley, 2010) • Busca de informações (Arafeh, 2016) • Habilidades de comunicação (escrita e oral); habilidades de pensamento lógico; habilidades de negociação (Mitchelmore & Rowley, 2010;Penchev & Salopaju, 2011) • Capacidade de tomar decisões, resolução de problemas (Baum, 1994; Rowley, 2010; Penchev & Salopaju, 2011); • Comprometimento (Arafeh, 2016;Man, 2001;Man & Lau, 2005;Man & Lau, 2002;Man, 2006;McClelland 1987 (Man, 2001;Man & Lau, 2005;Man & Lau, 2002;Man, 2006;Penchev & Salopaju, 2011) • Competências sobre percepção de mercado, identificar e aproveitar as oportunidades (Baum, 1994;Chandler & Jansen, 1992;Kyndt & Baert, 2015;Penchev & Salopaju, 2011;Man, 2006;McClelland 1987;Mitchelmore & Rowley, 2010) • Desenvolvimento de produtos de serviços adequados aos nicho de mercado/inovação de produtos escolhidos; geração de ideias; análise do ambiente externo (Mitchelmore & Rowley, 2010) Tabela 1. Comparação entre os modelos de competências da literatura (Conclusão) Competências diferenciais abordadas pelos modelos…”

“…• Perseverança (Arafeh, 2016;Kyndt & Baert, 2015) • Motivação para o crescimento do negócio (Chandler & Jansen, 1992); • Autogestão (Baum, 1994) • Autoconhecimento, decisividade e consciência social e ambiental (Kyndt & Baert (2015) O reconhecimento e a exploração de oportunidades são conceitos focais no empreendedorismo que diferenciam os empreendedores dos proprietários de empresas (Shane & Venkataraman, 2000). A visão do mercado ajuda o empreendedor a avaliar os riscos potenciais.…”

“…A capacidade de planejar com antecedência envolve traduzir a visão em um planejamento viável e realista que descreve os diferentes passos necessários para alcançar seus objetivos de médio e longo prazo da organização (Arafeh, 2016;Kyndt & Baert, 2015;McClelland 1987;(Mitchelmore & Rowley, 2010). Há alguns pontos discordantes trazidos por autores quanto às vantagens e desvantagens do planejamento estratégico.…”