Competencies model for entrepreneur development in software industries

Aisha, Atya Nur; Siswanto, Joko; Sudirman, Iman

doi:10.1109/ieem.2016.7797861

Cited by 6 publications

(15 citation statements)

References 17 publications

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“…There are several similarities between intrapreneur and entrepreneur, namely: (1) both are innovative individuals, (2) both create value or add further value, (3) both must take risks (Maier and Zenovia, 2011;Cadar and Badulescu, 2015). The differences of intrapreneurs and entrepreneurs are: (1) intrapreneur activity has the character of renewal, while entrepreneurial activity has the character of creativity, (2) in intrapreneurs, corporate culture becomes the main obstacle, while entrepreneurs have one of the main obstacles, namely the market, (3) intrapreneurs use company resources and very large, while entrepreneurs must find their funding resources that risk losing assets or wealth themselves (Bosma, Wennekers and Stam, 2010;Cadar and Badulescu, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

“…The competency model can complement traditional job descriptions and become the basis for the entire human resource management system (Dubois and Rothwell, 2004). In this research Competency models used are competency models for intrapreneurs in general (Vargas-Halabí, Mora-Esquivel, and Siles, 2017), competency models for creative professionals (Mietzner and Kamprath, 2013), competency models in the culinary industry (Hu, 2010), and competency models for entrepreneurs in the software industry (Aisha, Siswanto, and Sudirman, 2016). All competency models used will be compared to produce the proposed competency models.…”

Section: Literature Reviewmentioning

confidence: 99%

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Intrapreneurial Competencies in Fashion Company: Distinctive Between Managerial and Non-Managerial Level

Sudirman

Sunaryo

Andriani

et al. 2020

HSSR

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Purpose of the study: Human resources are the main factor of competitive advantage in an organization, so the quality of employees becomes essential. This study aims to identify distinctive competencies for managerial and non-managerial levels in the fashion industry. Different job level needs a different level of skills and it shows the variation in training needs.Methodology: This research was done using qualitative studies with structured literature review and semi-structured interviews with managers as a preliminary stage. The primary research was done through a survey method using questionnaires distributed to 200 employees in a fashion company. Result:The result shows that there were nine different competencies needed by managerial and non-managerial level, namely (1) Achievement orientation, (2) Concern for order, (3) Information seeking, (4) Relationship building, (5) Developing others, (6) Teamwork, (7) Team leadership, (8) Analytical thinking, and (9) Sense of humor. Besides, it was found that both positions need Entrepreneurial thinking and Innovation management competencies at a similar level of importance. This similarity shows that all levels of employees must own the intrapreneurship spirit in the company because the product and business innovation can come from all employees.Applications of this study: Differences in competency requirements at managerial and non-managerial levels will have an impact on variations in the needs pf employee training and development. For example, in achievement orientation competency, training for the managerial level is directed not only to meet targets but to the possibility of creating new business opportunities. Novelty/Originality of this study:The result of the literature study shows that many previous studies have identified competency models in the creative industries. Still, only a few have identified in detail the differences in intrapreneur competency needs at managerial and non-managerial levels.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Intrapreneurial Competencies in Fashion Company: Distinctive Between Managerial and Non-Managerial Level

Sudirman

Sunaryo

Andriani

et al. 2020

HSSR

View full text Add to dashboard Cite

show abstract

“…This industry is crucial because its products are used to coordinate everything from people’s daily lives to organizational systems (Bertram, 2016). The need for software is ever increasing because of changing digital communication patterns (Aisha et al , 2016a).…”

Section: Introductionmentioning

confidence: 99%

“…However, software development is faced with several challenges, such as changes in environmental and technological conditions, limited resources (Nummela et al , 2014), short life cycle and intense global competition (Aryanto et al , 2015; Aisha et al , 2016a). As a result, there is a high risk of failure for software businesses (Nummela et al , 2014).…”

Section: Introductionmentioning

confidence: 99%

“…Several studies regarding the competencies necessary in the software sector have focused on software engineers (Turley and Bieman, 1994; Bailey and Mitchell, 2006; Rivera-Ibarra et al , 2010; Colomo-Palacios et al , 2013; Moustroufas et al , 2015). For example, Aisha et al (2016a) identify the competencies necessary for entrepreneurs in the software sector. This competency model could be used to develop SME entrepreneurs in the software sector.…”

Section: Introductionmentioning

confidence: 99%

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Software entrepreneurs’ competencies based on business growth

Sudirman

Siswanto

Aisha

2020

JRME

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Purpose This study aims to identify the competencies of small- and medium-sized enterprises’ (SMEs) entrepreneurs in the software sector and the perceived level of attainment in each competency. It also examines whether these competencies and their levels affect business turnover and growth (in terms of business scale and duration). Design/methodology/approach To accomplish this purpose, the study took a quantitative approach, involving a survey of 33 SME entrepreneurs, which was then processed using statistical tests, including chi-square test, Kruskal–Wallis test and ordinal regression. Findings There were four findings of the study. Firstly, software SME entrepreneurs need 17 competencies, with high levels of soft competencies being required and average levels of technical competencies. Secondly, there are significant differences in perceived levels of customer service orientation (p = 0.089) depending on the scale of the business and in perceived levels of project management (p = 0.087) depending on the duration of the business. Thirdly, customer service orientation (p = 0.031) and project management (p = 0.01) both have a significant influence on business revenues. Fourthly, there were significant gaps in perceived levels of competency (p < 0.05) in achievement orientation, customer service orientation and project management. Originality/value There is existing research that conducts competency mappings at the managerial level in large-scale organizations; however, this sort of research in relation to SME entrepreneurs is still lacking. The present study seeks to fill this gap. It also maps integrated entrepreneurial competencies, including soft and technical competencies; a focus that is lacking in previous studies.

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The Optimist: An User Choice-Aware Mobile Application Featuring Entrepreneur Support, Entrepreneur Selection, and Investor Assistance

Chowdhury,

Ahmad

2023

2023 International Conference on Circuit Power and Computing Technologies (ICCPCT)

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Competencies model for entrepreneur development in software industries

Cited by 6 publications

References 17 publications

Intrapreneurial Competencies in Fashion Company: Distinctive Between Managerial and Non-Managerial Level

Intrapreneurial Competencies in Fashion Company: Distinctive Between Managerial and Non-Managerial Level

Software entrepreneurs’ competencies based on business growth

The Optimist: An User Choice-Aware Mobile Application Featuring Entrepreneur Support, Entrepreneur Selection, and Investor Assistance

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