Transcript Choosing an Entrepreneurial Development System: The

Choosing an Entrepreneurial
Development System:
The Concept and the Challenges
William L. Smith, Ph.D.
School of Business
Emporia State University
[email protected]
Abstract
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This paper presents a discussion of the
process of choosing an entrepreneurial
development system for a local rural
community and region.
A later version of this paper is “in press” in
the International Journal of Management
and Enterprise Development
Entrepreneurship has been defined in a
number of ways over the years
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From Schumpeter [1934] to the Internet of
today – Google gives a page of definitions
I have adopted the definition of the field of
entrepreneurship as ‘the scholarly
examination of how, by whom, and with what
effects opportunities to create future goods
and services are discovered, evaluated, and
exploited’
From Venkataraman [1997] and Shane and
Venkataraman [2000]
In Essence - the field involves:
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the study of sources of opportunities
the processes of discovery, evaluation, and
exploitation of opportunities, and,
the set of individuals who discover, evaluate
and exploit them.
Figure 1 Entrepreneurial research
framework
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(1) Opportunities, plus
(2) Individuals, lead to
(3) Entrepreneurial event
Our Goal
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This paper seeks to explore the possibilities
of creating an ‘entrepreneurial community’
environment in a rural setting within which
individuals and groups of individuals may
develop sets of skills which allow them to
recognize opportunities for entrepreneurial
activities that did not seem to exist previously.
Background
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Foundation support; Kauffman and Kellogg
Government support, Federal and State
Enterprise Facilitation
Lichtenstein and Lyons [1996, 2001]
Seven unique challenges for rural
entrepreneurs [Kauffman, 1999], p. 1 of 2:
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1) culture that promotes entrepreneurship
2) distance to markets and services
3) capital availability and capital-ready deal
flow
4) threshold of demand to justify the location
of support services
5) absence of other entrepreneurs
Seven unique challenges for rural
entrepreneurs [Kauffman, 1999], p. 2 of 2:
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6) absence of industry clusters
7) independent spirit of rural population – i.e.,
balance the entrepreneurial desire to ‘be
one’s own boss’ with the realization that
successful entrepreneurs cannot ‘do it alone.’
Lichtenstein and Lyons [1996, 2001]
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The focus of entrepreneurial development
should be shifted from programs to
development of individual entrepreneurial
skills.
They proposed a comprehensive ‘needs
assessment’ approach,
To build on each of the existing programs in
the community, and
Identify additional training services required
The Proposed System
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Expand the population of entrepreneurs, not
just the ‘right’ ones.
Entrepreneurs need continuous assistance
with many of the skills needed to move
through the stages of business development.
This suggests an ongoing mentoring program
coupled with networking with others who
have already been through the process
themselves.
Truly creating an
‘entrepreneurial community.’
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Bringing together, in a developmentally
focused system, persons with entrepreneurial
skills at various stages of development to
share these skills
Persons who help each other develop these
skills, and
Persons who will assist others in recognizing
new opportunities for innovation in the
community.
Table 1 The four entrepreneurial skill
categories and 17 skill dimensions
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1) Technical skills
• Operational – the skills necessary to
produce the product or service
• Supplies/raw materials – the skills to obtain
them, as necessary
• Office or production space – the skills to
match needs and availability
• Equipment/plant/technology – the skills to
identify and obtain
Table 1 The four entrepreneurial skill
categories and 17 skill dimensions
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2) Managerial skills
• Management – planning, organising, supervising,
directing, networking
• Marketing/Sales – identifying customers,
distribution channels, supply chain
• Financial – managing financial resources,
accounting, budgeting
• Legal – organisation form, risk management,
privacy and security
• Administrative – people relations, advisory board
relations • Higher-order – learning, problem-solving
Table 1 The four entrepreneurial skill
categories and 17 skill dimensions
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3) Entrepreneurial skills
• Business concept – business plan,
presentation skills
• Environmental scanning – recognize market
gap, exploit market opportunity
• Advisory board and networking – balance
independence with seeking assistance
Table 1 The four entrepreneurial skill
categories and 17 skill dimensions
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4) Personal maturity skills
• Self-Awareness – ability to reflect and be
introspective
• Accountability – ability to take responsibility
for resolving a problem
• Emotional Coping – emotional ability to
cope with a problem
• Creativity – ability to produce a creative
solution to a problem
Volunteer Entrepreneur Corps (VEC)
mentoring program
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A volunteer group to be formed in the
community (region) who offer their
experience to provide assistance in their
specialties to other entrepreneurs, for the
betterment of the ‘entrepreneurial
community.’
Share their experience using a skill with
others rated ‘medium’ on that skill.
Annual volunteer recognition/citations
Evaluation (p. 1 of 6)
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Motivation of rural entrepreneurs: There is a
significant difference in motivation between
rural entrepreneurs and their urban
counterparts.
All the adaptations have been made with this
issue in mind, and they will be regularly
reviewed to assure compliance.
Evaluation (p. 2 of 6)
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Culture: Rural culture has multiple and
conflicting personalities; it is ‘anything goes’
and ‘can do’ on the one hand, and very
conservative overtones on the other, that
often discourage risk-taking and inhibit
entrepreneurial activity.
The networking and mentoring process will
be built on this dichotomy, with continuous
attention to making it a strength, not a
weakness.
Evaluation (p. 3 of 6)
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Networks: Networks are even more important to rural
entrepreneurs. In fact, they are essential to entrepreneurial
success – but providing adequate forums to share experiences,
explore new opportunities, and seek reinforcement – are the
biggest challenges to promoting entrepreneurship in rural
America.
Networking is at the heart of the proposed system. Providing the
correct forums, the best mentors, and the most effective balance
of outside trainers and experienced entrepreneurs to provide
guidance and skills development to less experienced
entrepreneurs will be critical to success of the system.
Evaluation (p. 4 of 6)
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Capital and deal flow: There is both a lack of
equity capital and a lack of ‘capital literacy’ in
rural areas.
Skills related to understanding and obtaining
appropriate funding are integral to the skills
development system proposed. New funding
sources will be available based on recent
legislation in the state.
Evaluation (p. 5 of 6)
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Workforce: Both skilled workers and management
skills are often miles away. Identifying ways to
access these skills is a continuing challenge.
This identification and matching to the benefit of
area entrepreneurs is the reason for the creation of
the proposed system. Skills not available will be
created, brought in, or otherwise made available as
an integral part of the entire entrepreneurial
development system processes.
Evaluation (p. 6 of 6)
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Youth: Rural America’s most significant export has
been its children – which are recognized by
community leaders as among the greatest threats to
the viability of many rural communities. Rural
entrepreneurship can address the aging of rural
communities in two ways:
1) Discussion with rural youth about the value of
closeness to their rural hometowns and finding ways
to allow them to remain.
2) Promoting rural communities as attractive to
youth and young families with a proentrepreneurship environment.
Action Steps, 1 & 2
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Enhancements of entrepreneurial education
at all levels are already under way through
closely coordinated efforts of related
programs of the university and other
educational entities.
An AgriTourism initiative is being undertaken
in the region which will provide mutually
beneficial activities and increased
opportunities for entrepreneurial tendencies
to act upon.
Action Steps, 3 & 4
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Implementation will require wide political and
social cooperation among a broad spectrum
of service providers, governmental units, and
members of the general community.
Appropriate information sharing and input
from interested members of the public in
general will be critical to successful system
implementation.
Action Steps, 5, 6 & 7
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Organize the Volunteer Entrepreneur Corps
(VEC) and begin the networking process
Create the “needs assessment” process by
validating the Skills Sets to be measured and
the process of measuring them.
Support the infrastructure to allow this
systematic process to be sustained over time.
Conclusion
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From the conclusion section of Lichtenstein
and Lyons [2001], a great quote:
“H. L. Mencken once said that ‘for every
complex problem there is an easy answer,
and it is wrong.’
Community-wide enterprise development is a
complex problem; therefore, any useful
solution is bound to be so as well.” [p.17]