Audiology, Entrepreneurship and Innovation: A perspective on private practice

Abstract

Objective: This paper investigates the correlation and contact points between entrepreneurship as a discipline and the profession of audiology. The research focuses on specific areas of entrepreneurship (e.g. innovation as an entrepreneurial skill) and the impact it has on audiology private practices as key role players in the biotechnology industry.Design: This study used a two-stage research design comprising of an exploratory study and a formal study to survey the entrepreneurial and business skills of audiologists as entrepreneurs in private practice. Findings:The findings describe severe deficiencies -specifically the business and entrepreneurial skill sets of the professional audiologist as an entrepreneur. The mind-set of the audiologist is not that of an entrepreneur, but rather of a small business owner. A lack of self-confidence to be creative, take risks, and identify new opportunities or innovate in terms of products, process and services was found. Audiologists are not necessarily concerned about the creation of employment, or the growth and profitability of their practices. Autonomy and security are the primary objectives of most practice owners.

Change Resistance and Clinical Practice Strategies in Audiology

“…[15][16][17] In fact, one study that evaluated the entrepreneurial mindset and innovation orientation of audiologists in private practice found the majority of audiologists were not inclined to be creative, take risks or identify new opportunities for growth in their business. 18 This aligns with research indicating RTC is a natural part of any change process. [19][20][21] The goals of this study were to add to existing literature by examining pricing structure and use of service-extender personnel over time and exploring possible connections between audiologists' perception of change, organizational culture, demographics, pricing structure, and use of serviceextender personnel.…”

“…In fact, one study that evaluated the entrepreneurial mindset and innovation orientation of audiologists in private practice found the majority of audiologists were not inclined to be creative, take risks, or identify new opportunities for growth in their business (Antonites and Ross, 2013 18 ). This aligns with research indicating resistance to change is a natural part of any change process (Choi, 2011 19 ; Mareš, 2018 20 ; Rubenstein and Pugh, 2006 21 ).…”

Informal learning of women small business owners

“…Minniti et al (2005) proposed that mentoring support is crucial in boosting women business owners’ positive attitudes toward business ownership. However, research suggests there is a lack of appropriate mentorship programs (Antonites and Ross, 2013) and female mentors who might be best placed to empathise with women business owners starting their new venture (Allen and Eby, 2004; McGowan et al , 2015).…”

“…One avenue for creating mentoring opportunities for women small business owners is for governments to initiate programs aimed at building women’s entrepreneurial skills and knowledge by providing business finance and training (Vossenberg, 2013) and establishing an industry focused support system with reference to mentorship, guidance and confidence building (Antonites and Ross, 2013).…”

“…The literature review highlights certain key areas that are important to focus on in addressing the three research questions, including: (1) the importance of informal learning to small businesses and their reliance on this rather than formal learning (Brown and Duguid, 1991; Eraut, 2004; Field, 1998; Kazi, 2008; Keith et al , 2016; Lave and Wenger, 1991); (2) women’s preference for relational and connected learning and interaction with others as a source of support (Belenky et al , 1986; Kirkup and von Prummer, 1990; MacKeracher, 1996; Mazman and Usluel, 2011; Wang et al , 2010); and (3) the role of networks and mentors in the informal learning processes of small business owners (McGowan et al , 2015; Antonites and Ross, 2013; Cotter and Cullen, 2012; Davis, 2012; Haan and Caputo, 2012; Smith and Barrett, 2014; Woolfolk and Margetts, 2010). These key areas set a framework for deriving the interview questions that are used in the data collection phase.…”