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This paper analyses the transition of university students from initial perceptions of enterprise to potentially heightened levels of proclivity towards creative behaviours and future entrepreneurial activity.

Adopting a positivist approach, an intention-based scorecard survey targeted to two cohorts totalling 75 undergraduate students leading to 150 responses at a Scottish university. These were circulated at start and end sessions of four relevant courses, to establish a measure for self-evaluation with respect to perception and proclivity.

The data gathered from the Entrepreneurial Scorecard emphasised differences in perception and proclivity between the two cohorts, namely creativity, risk-taking, leadership and business aspiration. This re-emphasised the three identified themes: awareness through trait identification; autonomy through developing enterprising skills; and achievement through practicing entrepreneurial activities. This formed the basis for our novel model in supporting the entrepreneurial development of students: The Perception to Proclivity Process Model.

This study focusses on a single case and further research within other institutions and domains is encouraged to contextually test the transferability of the two key outputs: the Entrepreneurial Scorecard and the Perception to Proclivity Process Model.

The practical output of this research is a novel tool for evaluating entrepreneurial perceptions and proclivity through the scorecard. This study adds to the existing research base around entrepreneurial intention and action whilst providing a new model for a guiding framework for the entrepreneurial student and educator journey.

This paper's approach outlines many themes and inherent questions of concern to enterprise educators and university management towards the creation, maintenance, or development of an enterprise course or programme. This research introduces the concepts of entrepreneurial perception and entrepreneurial proclivity, explaining the important role they play in developing students. Additionally, the scorecard has potential for application in a longitudinal context as a means of establishing potential shifts in entrepreneurial perception and proclivity. However, the application is not limited to the scope of higher education, with clear potential to apply this tool and approach within other domains.

Individuals with skills specific to innovation and entrepreneurial strategy are in high demand within the contemporary workforce. This demand transcends most, if not all, professions and career paths. Yet, entrepreneurial leadership education continues to be viewed mostly as a business-oriented domain. We expand the otherwise narrow scope of entrepreneurial leadership education through an examination of the effects of an interdisciplinary, project-based entrepreneurial leadership course on student proclivities to leading change. We used a retrospective pre- and post-measure pre-experimental design to conduct the study. Our findings indicate an increase across the sample (n = 62) in entrepreneurial leadership proclivity following course completion. The insights we generate reveal opportunities for strengthening collegiate entrepreneurial leadership curriculum and instruction and enhancing the capacities of students to become effective leaders of change (i.e., change agents).

Research on social media frequently analyze social media usage (SMU)'s positive consequences for organizations and individuals; however, recent innovation studies caution that SMU may not always lead to positive new product development (NPD) outcomes. The competing streams of research highlight a fundamental tension that exists in the social media literature exemplified by the question: Is SMU good or bad for NPD? In this manuscript, the authors suggest that a more appropriate question as follows: What are the positive and negative indirect effects of SMU on NPD performance? The purpose of this paper is to discuss the aforementioned points in detail.

A literature review provides the model and hypotheses. Using a sample of 168 Chinese firms, the authors conducted an empirical test following multiple regression analysis.

The results demonstrate that SMU facilitates business analytics (ability) and social legitimacy (opportunity) but impairs entrepreneurial proclivity (motivation). These three constructs in turn mediate the effect of SMU on NPD performance. Moreover, this paper explores how technological turbulence moderates SMU's effects on business analytics, entrepreneurship proclivity and social legitimacy.

The results may be affected by both the context (solely in China) and type (cross-sectional) of the data set. Future research might take a decompositional approach to study SMU's effect on innovation in different NPD stages. Furthermore, with widely varying purposes (e.g., marketing, information searching, partner collaboration, new product launch, etc.), there is certainly a need for more clarity and understanding of how firms can leverage each of these different social media activities for successful NPD.

First, we suggest that managers in China should be explicitly aware of the double-edged sword effect of SMU on NPD performance. Second, this study encourages managers to use social media carefully when technological turbulence becomes intense.

Drawing on the ability–motivation–opportunity framework, this is one of the first studies to simultaneously examines the benefits and costs of SMU for NPD. In addition, this paper bridges the separate literatures on social media, business analytics, entrepreneurial proclivity and social legitimacy and contributes to the NPD research.

To determine the effects of project management skills, entrepreneurial proclivity, and existing knowledge on team reflexivity and performance of cross‐functional new product development (NPD) team. The moderating roles of team cohesiveness and knowledge practice are also explored.

This study used online questionnaire surveys by inviting 500 R&D team members of NPD from three Science Parks in Taiwan. The survey questionnaires were sent to the representative of R&D team members.

The results indicate that members' project management skills, entrepreneurial proclivity, and existing knowledge have significant impact on team reflexivity and product innovativeness of the NPD project, which then influence NPD performance. Furthermore, NPD team exercising higher levels of team cohesiveness and higher knowledge practice tend to moderate the influence of team reflexivity and product innovativeness on NPD performance.

The use of longitudinal research is suggested to confirm the results of this study. Moreover, other research settings, either different industry or other countries, could increase the generalizability of the findings.

The study has high implications for managers of NPD to recruit qualified team members who have adequate knowledge and strong entrepreneurial proclivity. Moreover, managers should be aware of the moderating role of team cohesiveness and knowledge practices.

The paper determines the antecedents and consequences of team reflexivity and innovativeness among NPD team members. The moderating role of team cohesiveness and knowledge practices are discussed.

Recognizing novel entrepreneurial opportunities arising from a crisis is of paramount importance for firms. Hence, understanding the pivotal factors that facilitate firms in this endeavor holds significant value. This study delves into such factors within a representative empirical context impacted by a crisis, drawing insights from existing literature on opportunity recognition during such tumultuous periods.

The authors conducted a qualitative inspection of 14 Italian firms during the COVID-19 pandemic crisis. The authors collected a rich body of multi-source qualitative data, including 34 interviews (with senior managers and entrepreneurs) and secondary data (press releases, videos, web interviews, newspapers, reports and academic articles) in two phases (March–August 2020 and September–December 2020).

The results suggest the existence of a process model of opportunity recognition during crises based on five entrepreneurial influencing factors (entrepreneurial knowledge, entrepreneurial alertness, entrepreneurial proclivity, entrepreneurial personality and entrepreneurial purpose).

Various scholars have highlighted that, in times of crises, it is not easy and indeed very challenging for entrepreneurs to identify novel entrepreneurial opportunities. However, recent research has shown that crises can also positively impact entrepreneurs and their capacity to identify new entrepreneurial opportunities. Given these findings, not much research has analyzed the process by which entrepreneurs identify novel entrepreneurial opportunities during crises. This study shows that some entrepreneurial influencing factors are very important to identify new entrepreneurial opportunities during crises.

There is pressure to transform graduate education in ways that better prepare and socialize students for academic careers that require entrepreneurial activities and/or professional pathways outside of academia. The inclusion of entrepreneurial learning in graduate curricula and programs is one strategy for responding to such calls. Yet, there lacks an understanding of how graduate students outside of the business fields make sense of entrepreneurial content relevant to their academic interests and career aspirations. Thus, the purpose of this paper is to explore entrepreneurial sensemaking by non-business graduate students enrolled in a transdisciplinary entrepreneurship course.

A single case study design was used to explore how seven nonbusiness graduate students in a transdisciplinary entrepreneurial leadership course made sense of entrepreneurial content relevant to their academic interests and career aspirations. Data were collected through direct observations, semi-structured interviews and the administration of an entrepreneurial leadership proclivity assessment tool.

Through experiential learning intentionally centering entrepreneurship, graduate students acquire entrepreneurial knowledge in ways that enhance their agency and sense of empowerment without diluting or overriding their academic and/or professional intentions.

Sensemaking is framed as a pedagogical resource for fostering the integration of entrepreneurial content in transdisciplinary graduate courses and experiences in ways that align with and support the academic interests and career aspirations of individual students.

A novel entrepreneurial sensemaking approach to the integration of entrepreneurial content with transdisciplinary curricula that is directly responsive to calls for graduate education transformation is introduced.

Today, newly founded businesses are inevitably driven to start in a digital form from day 1. Moreover, most existing businesses conceive digitalization as an important part of their strategic orientation by developing and improving their digital assets and digitalizing their processes. By taking account of this development, this chapter investigates how entrepreneurial orientation (EO) affects a small firm’s proclivity to both digitization and internationalization and their performance that comes from it. Internationalization has been a key topic for many small- and medium-sized companies (SMEs) over the past decades. As digitization is currently taking over the helm from internationalization as the most pressing topic affecting business, we carried out research among SMEs to understand the interplay of these factors influencing business performance. The focus of the research was on the precursory factors inducing firm performance as well as on their interrelationships. Using a sample of 357 SMEs, EO is found to be significantly closely associated with an SME’s degree of digitization as well as with its overall performance. In contrast, EO does not affect the SME’s level of internationalization. This result is surprising considering that proactive and risk-taking firms tend to be more inclined to enter foreign and distant markets.

The concept of entrepreneurial orientation (EO) attracts considerable attention in the organizational literature. Focusing on issues related to measurement of EO and using a three-pronged framework to organize the growing diversity of EO measures, the authors conduct a systematic literature review on how EO is captured and assessed in the empirical literature. Specifically, the authors classify 551 empirical works according to the approach to measurement (i.e., managerial perceptions, content analysis, and resource allocations) which allows the authors to document and critically analyze prevalent measurement practices within the literature. Based on the synthesis, the authors identify key measurement-related tensions that may inhibit cumulative knowledge development in the area of EO, such as ad hoc modification of seminal scales and lack of theoretical clarity with respect to measurement. Additionally, the authors find that research into the antecedents of EO as well as causality and temporality of the phenomenon is underdeveloped, which the authors attribute to scarce use of mixed methods. The authors conclude chapter by discussing the challenges involved in measuring EO and offering possible recommendations for future inquiry.

The importance of knowledge-based assets and the capability to leverage them has been the subject of scholarly interest in entrepreneurial orientation literature. The authors attempt to understand the dominant themes in the prior literature and propose directions for future research.

The authors performed a systematic review of 79 studies to answer the research questions: (1) What are the predominant themes in the literature on the role of intellectual capital and entrepreneurial orientation? (2) What are the potential fields of future research?

The findings suggest that current research engages the topics of intellectual capital, the capability to leverage knowledge assets and entrepreneurial orientation. The thematic analysis reveals the role of knowledge management, organizational learning, intellectual capital and absorptive capacity in entrepreneurial firms. The authors propose a theoretical model to explain how intellectual capital and its management influence firm-level entrepreneurial behavior.

Understanding the association between intellectual capital and the capability to leverage knowledge assets is crucial in a dynamic business environment. Effective deployment of knowledge is vital while searching for new entrepreneurial opportunities.