Analysing, pursuing and networking: Towards a validated three-factor framework for entrepreneurial competence from a small firm perspective

Abstract

Moving beyond general personal traits as predictors for success, a growing volume of research acknowledges that entrepreneurial core processes are enabled by specific competencies which can be learned, further refined and developed. The research objective of this article is to develop a framework for entrepreneurial competence in a well-defined small firm sector by elaborating and empirically validating an existing categorization of entrepreneurial competence. The dataset includes 348 small firm owner-managers who participated in an educational programme, established to pursue new business opportunities in the Dutch agri-food sector. Exploratory factor analysis and confirmatory factor analysis revealed that three domains constitute the heart of entrepreneurial competence in this small firm context: 'analysing', 'pursuing' and 'networking'. These three competence domains provide professionals active in sector development, small business support and (vocational) education with an empirically valid framework of clearly discernible elements of entrepreneurial competence. This framework also encompasses insights on education and learning.

Entrepreneurial Competency as Determinant for Success of Female Entrepreneurs in Nigeria

“…This competency is related to managerial competency (Umeze and Ohen, 2015). It involves managing both internal and external programs of the organization, for instance, promotion of firm's goods and services, proper financial management, logistics and management of human resources (Lans et al 2011;Wickramaratne et al 2014). …”

Developing Entrepreneurial Skills. An Educational and Intercultural Perspective

“…Thus, the higher education institution acts as a knowledge incubator; it provides a controlled and safe environment in which students can discover and develop their characteristics, acquire new knowledge, feel the "taste" of a challenge/success/failure, understand themselves and others, and improve their creativity, autonomy, and responsibility. Performance orientation Athayde (2009) ;Chiru, Tachiciu, and Ciuchete (2012); Cunningham (1991); Gibb (2002); Lans, Verstegen, and Mulder (2011); Mitchelmore and Rowley (2010); Moberg et al (2014); Morris, Webb, Fu, and Singhal (2013). Creativity Athayde (2009) ;Chang and Rieple (2013); Cunningham (1991); Draycott, Rae and Vause (2011);Gibb (2002); Hodzic (2016); Lans et al (2011); Mitchelmore and Rowley (2010); Moberg et al (2014); Morris et al (2013); Tiwari (2011).…”

“…Performance orientation Athayde (2009) ;Chiru, Tachiciu, and Ciuchete (2012); Cunningham (1991); Gibb (2002); Lans, Verstegen, and Mulder (2011); Mitchelmore and Rowley (2010); Moberg et al (2014); Morris, Webb, Fu, and Singhal (2013). Creativity Athayde (2009) ;Chang and Rieple (2013); Cunningham (1991); Draycott, Rae and Vause (2011);Gibb (2002); Hodzic (2016); Lans et al (2011); Mitchelmore and Rowley (2010); Moberg et al (2014); Morris et al (2013); Tiwari (2011). Taking initiative Cui, Sun, Xiao, and Zhao (2016); Gibb (2002); Hodzic (2016); Mitchelmore and Rowley (2010); Moberg et al (2014); Morris et al (2013).…”

Empirical Evidence of Entrepreneurial Competencies and Firm Performance: A Study of Women Entrepreneurs of Nigeria

“…This competency is related to managerial competency (Umeze & Ohen, 2015). It involves managing both internal and external programs of the organization, for instance, promotion of firm's goods and services, proper financial management, logistics and management of human resources (Lans, Verstegen, & Mulder, 2011;Wickramaratne, Kiminami, & Yagi, 2014).…”