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The relationship between education and training and the currently popular theme of “enterprise culture” is explored. The expression “enterprise culture”, is at present ill‐defined, if defined at all. The confusions surrounding this expression relate in turn to the failure to make proper distinctions between entrepreneurship, enterprise and small business. These terms are defined in this context, as well as “intrapreneur”. Entrepreneurs are defined in terms of a set of attributes, some of which can be measured. Small business is defined in terms of ownership and task structure. Enterprise is seen to be something that means the exercise of entrepreneurial attributes in a wide range of different situations. Intrapreneurship is the exercise of entrepreneurial attributes within a large company or bureauracy. The relationship between these redefined concepts is explored and the issue of whether entrepreneurship can be socially engineered through education and training is addressed. A definition of what constitutes “enterprise culture” is then related to education and training. This link is discussed, both in general terms and particularly in respect of university and management education. It is argued that many of the values and structures pervading in university education and university business schools may be the antithesis of entrepreneurship. In this respect, the links between entrepreneurship as practised in small business and as fostered under the “intrapreneurship” banner in large companies is explored. Finally, policy objectives in fostering entrepreneurship, small business and intrapreneurship, particularly in respect of education and training, are reviewed.

Interest in the field of entrepreneurship has significantly increased among academics, practitioners and government officials in the past decade both in the USA and in Europe. The increased interest is reflected in the increased number of courses, majors and minors at colleges and universities throughout the world; the increased number of endowed chairs; the increased number of journals in the field; the increased coverage of the field by the media; and the increased interest in the provision of government support. In light of this significant increased interest, it is important to understand the state of research in the field in Europe in the last few years, the focus of this article.

When we take the lens of race, ethnicity, gender, and class to the collected academic work on women business owners, what does it reveal? What do we really know? Are there differing definitions of success across segments of the women businessowner demographics? Do the challenges faced by African American women entrepreneurs differ from those confronting white female entrepreneurs? Do immigrant female women businessowners face more significant institutional barriers than their counterparts who have been U.S. citizens for at least two generations? Are there similar reasons for starting their businesses?

The purpose of this study is to analyze the effect of education and training and management supervision on the development of entrepreneurship attitude and growth of small and micro enterprises (SMEs) developed by state-owned enterprises (SOEs) in Pekanbaru City.

This research focuses on a discussion of the effects of education and training management oversight of entrepreneurial attitudes and business growth from the distribution of PKBL funds as one attitude of corporate social responsibility (CSR) and the development of small and micro entrepreneurs in Riau Province by selecting three SOEs companies that distribute CSR funding program in Pekanbaru City, namely, PT. Jasa Raharja, PT. Angkasa Pura and PT. Pegadaian Riau region, whereas the scope of this study includes a review of material on the beneficiary of PKBL from 2016 to 2017.

Education and training conducted by SOEs toward micro, small and medium enterprises (MSMEs) entrepreneurs do not give a positive contribution to the business growth. Management supervision that has been conducted so far has not contributed to the growth of MSMEs business. The entrepreneurship attitude of MSMEs entrepreneurs determines the success of MSMEs. Attitude not only directly contributes to the growth of business but also indirectly mediates education and training in making a positive contribution to the development and growth of the business. Attitude also mediates the management supervision in splitting the growth of MSMEs business.

No previous study has comprehensively studied the education and training and management supervision toward entrepreneurship attitudes and its implications to business growth, especially in Riau, Indonesia.

Both small and large businesses are of critical importance to the performance of the economy. It is useful however to draw a distinction between entrepreneurial ventures and individual and corporate entrepreneurship since they serve different economic functions and their potentials for innovation and growth are different. In this paper, drawing upon entrepreneurial strategy formation perspective, entrepreneurial marketing, and value innovation logic for high growth, a model of a transitional entrepreneurial mode for the behaviour and the strategic approach of the entrepreneurial venture is introduced. It is proposed that a shift into the entrepreneurial mode is instrumental in planning and initiating new ventures, and, in achieving a forward leap in the growth trend at any point in the life of ongoing ventures. The study of the franchised business, the business format franchisor and their partnership as examples of individual, corporate and collective entrepreneurship contributes to the domain of entrepreneurship research. The growing appreciation of franchising as an entrepreneurial endeavour presents us with a multiple disciplinary perspective is attracting the attention of marketing, management, entrepreneurship and small business researchers. The roles of the franchisor and the franchisee in business format franchising are discussed in order to demonstrate the limitations of small business in adopting an entrepreneurial mode.

Management training is constantly seen as an effective way of providing small‐medium size enterprises with the management expertise they require in order to develop and grow. The SME sector in Canada plays a prominent and essential role in the growth and expansion of the domestic economy through its contribution to the domestic output and job creation. However, this sector suffers from a considerably high failure rate that is largely attributed to the lack of management skills and planning, which can potentially be improved by providing training and education in different business areas. This paper assesses the entrepreneurship education and training efforts in Canada and identifies the common challenges that face this process.

This paper aims to examine the impact of owners/managers of small businesses participating in entrepreneurship programs on operational efficiency and growth of small businesses.

It is a cross‐sectional study analysis of the impact of exposure of owner‐managers of small businesses on their performance (i.e. operational efficiency and growth rate) in a non‐contrived environment. The data were collected from primary and secondary sources. Both descriptive and inferential statistics were employed for the analysis and the degree of error is α=0.05.

Small businesses, whose owner‐managers who have the experience of participating in entrepreneurship programs, exhibited superior managerial practice; hence, a higher gross‐margin and rate of growth than small businesses whose owner‐managers did not have such experiential learning.

The members of the National Association of Small Scale Industrialists, Lagos Chapter served as the population for the study. The membership strength was 224 and all were contacted; however, only 62 members responded. Considering the fact that this is 62 firms not just 62 individuals, it looks reasonably large. A possible area for future research is the comparative study of the impacts of the frequency of participation and variants of entrepreneurship programs on performance of small businesses.

There is a need to improve the managerial practice of small businesses through exposure of owners/managers to entrepreneurship programs in order to enhance their performance and their transition to medium and large businesses.

The paper developed an experiential learning‐performance framework to examine the impact of entrepreneurship programs on performance of small businesses and linked higher operational efficiency and growth rate to better managerial practice, a fall‐out of experiential learning from exposure to entrepreneurship programs.

China's recent economic success resulted, to a great extent, from the release of the entrepreneurial potential inherent in its business sectors. Yet, entrepreneurship education as a whole remains a relatively new concept and practice, in particular in the higher education sector. This explorative article reviews the recent developments in entrepreneurship education within higher educational institutions in China. The context of these developments and the emerging models in entrepreneurship education are highlighted. The critical factors that will shape the directions of entrepreneurship education are discussed and summarised.

Collective entrepreneurship is the synergism that emerges from a collective and that propels it beyond the current state by seizing opportunities without regard to resources under its control (Stevenson and Jarrillo 1990). This study provides a conceptual model of collective entrepreneurship and its relationship with leadership and team dynamics in the context of a small family business. It proposes two types of prerequisites for collective entrepreneurship: attitudinal and behavioral. The attitudinal prerequisite is family business members’ commitment to the family business. The behavioral prerequisite includes collaboration and task conflict among family business members. Further, the article argues that leadership behaviors directly affect the attitudinal and behavioral prerequisites, and indirectly affect collective entrepreneurship. Specifically, relations- oriented and participative leadership have positive, indirect effects on collective entrepreneurship. Task-oriented leadership has both positive and negative, indirect effects on collective entrepreneurship. An empirical study of 271 small family businesses in the United States confirmed most of the hypotheses.

This study investigates motivators and inhibitors of entrepreneurship and small business development in the transitional economy of Kazakhstan in Central Asia. A qualitative research was used to obtain a macro view of developing entrepreneurship and small business in Kazakhstan. A focus group interview with entrepreneurs and small business owners was conducted during 2006. In general, factors that enhance entrepreneurship and small business development include encouraging social entrepreneurship, increasing credits availability, improving institutional environment and supports from international organisations. Selected policy and practical implications are identified, such as improving institutional development, creating supportive business environment, and promoting social entrepreneurship.