Entrepreneurial learning and mentoring

Abstract

Discusses the importance of learning to the survival and growth of small to mediumsized enterprises (SMEs). Considers research from a support programme using previous or existing entrepreneurs as mentors to support and advise new-start entrepreneurs. The paper discusses the issues around learning, entrepreneur development, mentoring and the matching of mentors to client entrepreneurs. In particular the paper considers the role of life-cycle development approaches in planning entrepreneurial development, the importance of double-loop learning and learning from experience or critical incidents. The paper then considers whether``just-in-time'', targeted training and support provided directly or facilitated by a mentor may be more costeffective in the long run than a more traditional up-front prescribed training approach.This article is part of a special issue of papers entitled``Policy and support for entrepreneurial behaviour'', edited by David Deakins.

From Facilitated to Independent Tourism Learning Networks: Connecting the Dots

“…Based on the preceding discussion, it is clear that cooperative learning strategies form an important part of the individual learning process (Ahmad, 2005), however membership does not automatically guarantee that effective learning will occur; success is dependent on a number of influencing factors; including the entrepreneur's characteristics (Sullivan, 2000), individual competence (Wing Yan Man, 2007;Witt, 2004), the firm's incumbent resource criteria (Ahmad, 2005;Kelliher and Reinl, 2009) and the entrepreneur's 'readiness to learn' (Reinl and Kelliher, 2010). Despite these caveats, facilitated TLNs can provide a dynamic, resource rich learning environment for owner/entrepreneurs, where business development can 'mirror the dynamics of learning' (Dobbs and Hamilton, 2007, p.299), providing otherwise unavailable information and resources (Ahmad, 2005;Witt, 2004).…”

“…Despite these caveats, facilitated TLNs can provide a dynamic, resource rich learning environment for owner/entrepreneurs, where business development can 'mirror the dynamics of learning' (Dobbs and Hamilton, 2007, p.299), providing otherwise unavailable information and resources (Ahmad, 2005;Witt, 2004). This goal is pursued through nurturing learning relationships, and utilising learning strategies to leverage relational capital through peer reflection learning techniques (Lave and Wenger, 1991;Morrison and Teixeria, 2004), in pursuit of learner autonomy (Cope and Watts, 2000), reflective practice (Florén and Tell, 2004;Sullivan, 2000) and learning competency development.…”

“…With reference to the TLN impact on individual entrepreneur's learning competence, there was notably affiliation to prior knowledge, where participants showed a strong preference for drawing on previous experience having attended the "university of life" from their perspective (reinforcing the views of: Gibb, 1997 andSullivan, 2000). Notably, in the TLN learning sets, the quality and accuracy of the group's own information and experience was not always conducive to effective learning and business development (Reinl and Kelliher, 2010), indicating the importance of an 'outside inside' view (Jack et al, 2004;Tinsley and Lynch, 2007) Noel and Latham (2006) in the literature review that action focused short-term goals may overtake learning goals and push the learning agenda to the side if the ELC learning process is not fully supported by its members (Figure 1).…”

From the Zoo to the Jungle – Narrative Pedagogies and Enterprise Education

“…Entrepreneurs learn from experience, action and discovery throughout business formation and growth (Gibb, 2010): learning is thus an ongoing process. Experiential, real time and informal learning processes are therefore important strategies for competence development for entrepreneurs (Rae and Carswell, 2001;Sullivan, 2000;Priyanto and Sandjojo, 2005;Wikholm et al, 2005;Gibb, 2009;Hickie, 2011). This experiential learning enables the entrepreneur to reflect on actions and modify future actions as a result; it is about enabling the entrepreneur to dissect, reflect and learn from what can be termed 'critical incidents' in a given relevant context (Gibb, 2009;Hickie, 2011).…”

Garden of mentorig: revisiting mentoring in entrepreneurial sense

“…In entrepreneurship literature, it is also used as a process of matching a new-start entrepreneurs (Sullivan, 2000) with an experienced person who have either started a new venture or worked as a professional in several initiatives/companies, provides advice and assistance to avoid costly and fatal mistakes in entrepreneurial ventures (St-Jean and Mathieu, 2015;St-Jean and Audet, 2009;Sullivian, 2000). As a practice, mentoring allows new-start entrepreneurs or mentee/protégé to make informed choices and persevere when faced with difficulties.…”