Skills necessary to grow micro entrepreneurs into small business entrepreneurs

Abstract

This article outlines a qualitative study that was undertaken to determine the necessary skills for growth of micro entrepreneurs to become small business entrepreneurs. Various interviews were conducted over time with micro entrepreneurs and small business entrepreneurs. The results of these interviews were analysed using the constant comparative method. Thirteen skills were identified as necessary for growth of micro entrepreneurs to become small business entrepreneurs. It was further concluded that micro entrepreneurs do not need to possess all thirteen skills, but must have as many of these skills as possible. JEL O17

Business sustainability: empirical evidence on operational skills in SMEs in South Africa

“…Technical and industry-specific competencies are often ignored in SMME settings, even though these are pivotal due to their direct effect on sustainability. Technical skills are requisite for a start-up and business operations skills are often acquired only through experimental learning (Perks and Struwig, 2005). Industry-specific skills and relevant operation skills directly affect performance, and these combined entrepreneurial skills may serve as sources of competitive advantage that rivals find difficult to identify and imitate (Barreira, 2004).…”

Software entrepreneurs’ competencies based on business growth

“…Similarly, Arafeh’s (2016) entrepreneurial competency model also includes three groups: achievement, planning and power. Perks and Struwig (2005) identify 13 competencies which entrepreneurs should possess to successfully upgrade their enterprise from micro to small scale: self-development, networking, relationship marketing, time management, stress management, presentation, negotiation, general business management, record-keeping, financial management, computer management and risk management. Based on this literature review, entrepreneurial competencies generally include personal characteristics, relationship and partnership competency, business management competency and opportunity-identifying competency.…”

“…Several previous studies have researched competency mapping for particular object characteristics, such as managers (Wickramasinghe and De Zoyza, 2009; Yamazaki, 2014), entrepreneurs (Perks and Struwig, 2005) and software engineers (Rivera-Ibarra et al , 2010; Colomo-Palacios et al , 2013). Wickramasinghe and De Zoyza (2009) have mapped the competencies of managers in telecommunications companies.…”

“…Perks and Struwig (2005) have mapped the competencies needed by entrepreneurs in micro- and small-scale businesses. However, in this study, we identify only the competency elements needed by entrepreneurs in each scale and not the level of mastery required.…”

“…In software businesses, the activities emphasized in small enterprises are software development, support and operation, whereas the focus of medium enterprises is on software development and marketing (Bonakdar et al , 2013). To upgrade a business from a microenterprise to a small one, the entrepreneur must acquire new skills (Perks and Struwig, 2005).…”