Managing for innovation: a process to develop entrepreneurial young leadership in multi‐national firms in Asia

Managing for innovation: a process to develop entrepreneurial young leadership in... The objective of this paper is to discuss a management approach by several global leaders to support sustainable entrepreneurship training programs in several countries in Asia. Current literature is reviewed to make a case for the applicability of action‐learning based entrepreneurship training. The results of interviews with more than 50 senior level managers of multi‐national corporation in 5 Asian countries are compared to self‐evaluations of more than 300 student participants and more than 30 faculty evaluations of the program. We use the Practical Entrepreneurship Teaching Engagement (PETE) model to validate this program. This action‐learning based entrepreneurship training program is highly regarded among top‐level executives of large global firms. These executives make significant time commitments to participate. The uptake level among students and satisfaction reported are high, and faculty members confirm significant learning has occurred. It points educators, human resource executives and corporate leaders to a set of tools which can be employed to structure practically relevant entrepreneurship education, and to subsequently identify junior management talent which has demonstrated entrepreneurship skills. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Advances in Management Research Emerald Publishing

Managing for innovation: a process to develop entrepreneurial young leadership in multi‐national firms in Asia

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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0972-7981
DOI
10.1108/97279810680001235
Publisher site
See Article on Publisher Site

Abstract

The objective of this paper is to discuss a management approach by several global leaders to support sustainable entrepreneurship training programs in several countries in Asia. Current literature is reviewed to make a case for the applicability of action‐learning based entrepreneurship training. The results of interviews with more than 50 senior level managers of multi‐national corporation in 5 Asian countries are compared to self‐evaluations of more than 300 student participants and more than 30 faculty evaluations of the program. We use the Practical Entrepreneurship Teaching Engagement (PETE) model to validate this program. This action‐learning based entrepreneurship training program is highly regarded among top‐level executives of large global firms. These executives make significant time commitments to participate. The uptake level among students and satisfaction reported are high, and faculty members confirm significant learning has occurred. It points educators, human resource executives and corporate leaders to a set of tools which can be employed to structure practically relevant entrepreneurship education, and to subsequently identify junior management talent which has demonstrated entrepreneurship skills.

Journal

Journal of Advances in Management ResearchEmerald Publishing

Published: Jan 1, 2006

Keywords: Innovation; Entrepreneurial leadership; Asia; Junior management

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