Figure 1 : Structural Equation Modeling
Courage is
the first characteristic. It takes courage to start your own business. While
everyone may have opportunities, it is only those who are brave enough to
capitalize on those opportunities that are able to profit from them. Being an
entrepreneur offers no guarantee of success, and therefore it requires a
certain degree of courage. Vision is
another necessary quality of a successful woman entrepreneur. Entrepreneurs are
visionary thinkers. They look outside the box. They perceive the world in terms
of what isn’t rather than what is. Passion is
a characteristic that is found in just about every woman entrepreneur’s tool
chest. The beginning stages of business development and ownership can often be
tedious, involving many long hours and some sleepless nights.When business
ownership is motivated and backed by passion and a real strong burning desire;
then the entrepreneur does not perceive obstacles as problems but rather as
opportunities. Persistence is
probably the most important characteristic of all. Many people never stick with
any one thing long enough to see any results. Persistence is something
displayed by all those who achieve great things and this is a quality that we
all can develop over time.It is also about maintaining that discipline that
comes with persistence through the least fun parts of running a business. Balance is important for ensuring that you do
not take any characteristic too far. There’s a point at which attention to
detail can become obsession or calm can become unemotional response.
Opportunity-Seeking &
Initiative is entrepreneurs
seek opportunities and take the initiative to transform them into business
situations. Persistence is
when most people tend to abandon an activity, successful entrepreneurs stick
with it. Fulfilling of Commitments is
entrepreneurs keep their promises, no matter how great the personal sacrifice. Demand for Quality & Efficiency is
entrepreneurs try to do something better, faster or cheaper. Calculated Risk-Taking is taking
calculated risks is one of the primary concepts in entrepreneurship. Goal-Setting is the most important
competency because none of the rest will function without it. Entrepreneurs set
goals and objectives which are meaningful and challenging. Information-Seeking entrepreneurs
gather information about their clients, suppliers, technology and
opportunities. Systematic Planning
& Monitoring systematic behavior means acting in a logical way.
Planning is deciding what to do. Monitoring means checking. Persuasion & Networking entrepreneurs
influence other people to follow them or do something for them. Independence & Self-Confidence entrepreneurs
have a quiet self-assurance in their capability or potential to do something.
Figure 2 : Competencies Entrepreneurial Skills.
As describe above there are several other
influences on the competences and the performance. Due to this the latent
variables “Managerial skills” and “Entrepreneurial skills” will be controlled
by variables on a individual and environmental level in order to examine the
relation between entrepreneurial identify and competences as exact as possible.
To measure the regional economic development the primary data will be combined
with secondary data from the Global Entrepreneurship Monitor. The sector will
be ascertained with the international standard industrial classification. The
cultural dimension will be measured with the Uncertainty Avoidance Practices
scores from the GLOBE study (House et al., 2004). The individual levels of the
perception what the culture is like, will be aggregated to the country level.
The meaning making - which is supposed to deliver findings for the education
unit with the goal to further mental complexity - is not meant to be
transformed into a likert scale and can’t be included in the SEM. Also the
findings of the survey are going to be used for the development of an
educational programme. Due to this an inductive approach as well as a deductive
modeling are integrated to get a broader understanding. Hence, the different
stages of ego development could be used as groups to be compared. With an Anova
analysis next to other statistical operations we can identify differences in
the performance and in the competence scores across the different stages of ego
development. Also multiple regressions to identify differences in the influence
of competences on the entrepreneurial performance could be used in an inductive
approach to get a more detailed insight on the coherences between hard
managerial and soft entrepreneurial skills. Besides, interviews ± especially
with regard to the planned edutainment approach ± will be a good supplement to
examine factors of entrepreneurial success as well as failure in depth. In the
following sections the construct of success, the competences and their
measuring are described more in detail.
JOURNAL : Transforming European Woman Entrepreneurship : The Education and Training for Success Programme
Figure 3 : Entrepreneurial Success.
JOURNAL : Factors Contributing to the Success of Women Entrepreneurs in Sri Lanka1
Figure 4 : MSE’s Entrepreneurial Competencies - Conceptual Framework
Figure 4 : MSE’s Entrepreneurial Competencies - Conceptual Framework
Figure above show the framework of the Entrepreneurial Competencies where it leads us from the factors, individual characteristics, program factors and identify the entrepreneur competencies. It show that, factors are the main thing to see entrepreneur competencies, where it show if they may have an inflation, did they have a good business environment, their market condition and the technology that they use in their business. Woman entrepreneur always take this factor seriously as they competencies in entrepreneur is more bigger than other entrepreneur. From the factor, we can know the entrepreneur individual characteristics and we can tell that if they have a good entrepreneurial competencies or not. This two things will lead them to the program factors that will attain their competencies in the business. After that, we will know if the entrepreneur have a good competencies to become an entrepreneur.
JOURNAL : Prospects of Entrepreneurial Competencies of Micro and Small Enterprise in Jimma Zone, Ethiopia
Figure 5: Proposed model for organizational assessment w.r.t women entrepreneurship
The framework above shows a proposed model to enable organizations assess current posture and road ahead w.r.t macro and micro environment. 1.9 organization; rigid macro environment and evolving micro environment indicates absence of women participation due imposition of restrictions due culture and norms confining women to home. 2.2 organization; evolving macro and micro environment brings shift in culture, norms, policies, behaviour and motivation with higher opportunities for women in entrepreneurship through good policies, programmes supported by networking, funding, initiative, encouragement and training. 1.0 organization; rigid macro and micro environment indicates rigid culture, norms, policies and unwillingness to change leading to minimal opportunities for women in entrepreneurship thus confining them to familial duties. 2.0 organization; evolving macro environment and rigid micro environment for women in entrepreneurship indicates need to open up micro environment through leadership, initiative, personal development, motivation, higher risk taking, encouragement fostering entrepreneurial behaviour. Organization need to provide entrepreneurial opportunities to women through policies, programmes and funding before they become extinct.
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