Purpose -The purpose of this paper is to examine the development of entrepreneurship education and training in Kenya as a strategic approach to addressing the unemployment problem among the school and university graduates in Kenya and Africa in general. Design/methodology/approach -The study adopted a critical review of the literature method to achieve its purpose and to answer the key research question. The literature search included a computerized search of accessible and available material on entrepreneurship, entrepreneurial spirit, entrepreneurship education and training programs, history of entrepreneurship, and entrepreneurship models, Africa and entrepreneurship development. Findings -It is shown that the development of entrepreneurial spirit and competencies should be a lifelong process. Addressing Africa's socioeconomic development in an entrepreneurial way requires learning successful lessons from within and without Africa. Specific examples of successful use of entrepreneurship to develop micro, small and medium-sized enterprises in Africa and other parts of the world, especially the USA, are cited in the paper. A case study of using technology to promote entrepreneurship in Africa is provided.Research limitations/implications -The paper is limited since it is based on a review of the literature. Quantitative and qualitative research studies focusing on entrepreneurship and socioeconomic development in Africa are recommended. Originality/value -There are limited studies that focus on the issue of entrepreneurship and socioeconomic development in Africa. This paper and the special issue in particular have laid down pioneering ground work for research on entrepreneurship and socioeconomic development in Africa.
The purpose of this study was to examine the impact of a leadership training program on participants’ emotional intelligence scores. The target population for the study consisted of participants in leadership positions. Seventy‐one participants from over 30 countries took the pre‐test, and 45 subjects of the sample participated in the second training and took the post‐test. The findings of the study show that there was growth in mean scores a year after training and coaching had occurred.
PurposeThe primary purpose of the study was to determine the type of relationships that existed among organizational learning dimensions studied. In addition, the study sought to establish whether the correlations were statistically significant at 0.05 and 0.01 levels.Design/methodology/approachThis study adopted a correlational quantitative research design. It has been established that quantitative methods enable researchers to conduct comparisons across individuals. The correlational research design was found appropriate since it enabled the researchers to determine if statistically significant correlations existed among the learning dimensions studied.FindingsThe results of the correlation analysis showed that the learning organization dimensions leadership and culture had the highest level of association, followed by correlations between rewards and recognition and culture. The correlations were statistically significant at 0.01. Meaning that for the small business unit studied to be successful in promoting organizational learning practices, leadership must assume the primary responsibility.Research limitations/implicationsFurther research should include comparisons of organizational learning dimensions within small, medium and large business firms. Generality of this study's results will be limited due to the investigation of a single small‐size manufacturing enterprise. Qualitative research techniques could have been used to supplement the findings.Originality/valueThere are limited studies that focus on the issue of organizational learning within small‐size business enterprises.
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