管理教育的未来创业教育外文文献翻译中英文.docx

管理教育的未来创业教育外文文献翻译中英文.docx

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管理教育的未来创业教育外文文献翻译中英文

管理教育的未来：

创业教育外文翻译中英文2019-2020

英文

Thefutureofmanagementeducation:

Theroleofentrepreneurshipeducationandjuniorenterprises

JoaoAlmeida，AnaDiasDaniel，ClaudiaFigueiredo

Abstract

Thisstudyassessestheeffectofentrepreneurshipeducationandtheparticipationinjuniorenterprises（JA）ontheentrepreneurialattitudesandintentionsofhighereducationstudents.Aself-reportinstrumentwasansweredby139managementandeconomicsstudentsenrolledinPortugueseuniversities.TheresultsshowthatstudentsenrolledinJEsshowhigherlevelsofperceivedbehaviouralcontrolthanstudentsnotinvolvedinsuchextra-curricularactivity.Additionally,studentsenrolledbothinJEsandentrepreneurshipeducationreportedahigherentrepreneurialintentionthanthosestudentsthatareonlymembersofaJE.Thesefindingssuggestthatdeeperintegrationofextra-curricularactivitiesandentrepreneurshipeducationonmanagementeducationcurriculaiscrucialforthedevelopmentofdynamicmanagerialcapabilities.Moreover,itwasobservedthatextra-curricularactivities,likeparticipatinginajuniorenterprise,complementratherthansubstituteentrepreneurshipeducation.Severalsuggestionstomakemanagementeducationmoreimpactfulonstudents’managerialcapabilitiesandskillsarealsoprovided.

Keywords:

Managementeducation,Entrepreneurialeducation,Entrepreneurialintention,Juniorenterprises,Futureskills,Practicaleducation

Introduction

Inanincreasinglyglobalised,fast-changinganduncertainenvironment,organizationsmustbeabletomakedecisionsquicklytoadaptconstantlytonewmarketrealities.Tofacethesechallenges,theroleofmanagersiscrucialduetotheirstronginfluenceonorganizations'lifeandstrategy（Anderson,Hibbert,Mason,&Rivers,2018）.Therefore,managershavetohaveasetofskillsandknowledgetobecapableofansweringnotonlytoorganizations'needs,butalsotocontributeeffectivelytosociety'stransformationthroughtheirbusinesspractices（Hillmann,Duchek,Meyr,&Guenther,2018; Warwick,Wyness,&Conway,2017）.

Managementeducation（ME）iscriticalforprovidingthissetofskillsandknowledge,notonlytocurrentmanagers,throughlifelonglearninginitiatives,but,moreimportantly,tofuturemanagerssothattheycanbebetterequippedtodealwithupcomingchallenges（PinaeCunha,VieiradaCunha,&Cabral-Cardoso,2004; Sharma,2017）.However,MEhasbeencriticizedforfocusingtoomuchontheoreticalcontentandnotpromotingthedevelopmentofstudents'skillsandcompetencies（Hillmannetal.,2018）,orforbeingtoosimplisticintheapproachwhencomparedtotherealityofcompanies’context（PinaeCunhaetal.,2004）.Therefore,abroaderunderstandingofconcepts,combinedwithcollaborativeandpracticalteachingmethodologies,isessentialfordevelopingamoreeffectiveMEthatcanrespondtotheneedsofthefuturemanagersandtothesocietalchallengesthataffectthelifeoffirms（Andersonetal.,2018）.

Someoftheskillsneededbyfuturemanagersincludealertness,opportunityrecognition,creativeproblemsolving,pro-activityandresilience（Gebauer,2013; Hillmannetal.,2018）whichareskillsassociatedtoentrepreneurialbehaviour,suggestingthatacloserintegrationbetweenthedevelopmentofentrepreneurialskillsandMEmaycontributeforimprovingMElearningoutcomes.

Theimportanceofentrepreneurshipeducation（EE）hasbeenrecognizedbybothresearchers（Gibb,1987; Kuratko,2005; Pittaway,Hannon,Gibb,&Thompson,2009; Vazquez,Lanero,Gutierrez,&Garcia,2011）andpolicymakers（EuropeanCommission,2012, 2006; Wilson,2008）.Despitetheextensiveresearchonthistopic,therearestilldoubtsregardingwhichapproaches,contents,andmethodsaremoreeffectivefordevelopingstudents’entrepreneurialskillsandbehaviours（Blenker,Korsgaard,&Neergaard,2011; Egerová,Eger,&Mičík,2018; Fayolle,2005）.ManyauthorssuggesttheuseofnewteachingmethodologiesinEEcourses（Daniel,2016; EuropeanCommission,2008）,beingthelearning-by-doingorexperience-basedlearningtwoofthemorerelevantmethodologiesexplored（González,Castro,González,&Cendón,2016; Thompson,Scott,&Gibson,2010）.Extra-curricularactivities,suchasjuniorenterprises（JEs）,canprovidetheadequatecontextforimplementingthesemethodologies（EuropeanCommission,2012; Pittaway,Rodriguez-Falcon,&King,2011; Thompsonetal.,2010）.JEsarenon-profitorganizations,whichareimplementedandmanagedexclusivelybyhighereducationstudentsandthataimatprovidingservicestoexternalstakeholders.Bydoingso,thoseorganizationsupportlearning-by-doingexperienceswhichenabletheconsolidationoftheoreticalknowledge,fosteringanentrepreneurialspiritandenhancingtheemployabilityoftheirmembers（JADE,2017）.

Ourcontributiontothisdebateistoprovideshredsofevidenceregardingtheroleofformalandinformalentrepreneuriallearninginitiatives,suchasentrepreneurshipeducationandtheparticipationinJEs,inthedevelopmentofanentrepreneurialbehaviouramongMEstudents,throughassessingstudents’entrepreneurialintention（EI）anditsantecedents.ManystudiesshowthatEI,anditsconsequententrepreneurialbehaviour,canbeenhancedthroughtheexposuretoEEorinacontextwherestudentsexperienceentrepreneurialactivities,suchasinthecaseofJEs（Morris,Webb,Fu,&Singhal,2013; Schelfhout,Bruggeman,&Maeyer,2016）.Therefore,itisrelevanttounderstandhowEEcoursesandparticipationinextra-curricularactivities,suchasJEs,canimproveentrepreneurialskillsandbehaviour（Binks,Starkey,&Mahon,2006）.

ThemainobjectiveofthispaperistocontributetothedesignoffutureMEprogramsthatbetterequipstudentswiththeskillsneededtodealwithfuturebusinesschallenges,throughunderstandingtherelevanceofentrepreneurialteachinginitiativesforthedevelopmentofMEstudents’entrepreneurialintentionandbehaviour.Thus,thispaperaimstoanswerthefollowingresearchquestion:

Istheparticipationinentrepreneurshiptrainingcoursesand/orinJEsimportantforthedevelopmentofentrepreneurialbehaviourofmanagementstudents?

Thefutureofskills:

thecaseoffuturemanagers

Challengesrelatedwiththeincreasingglobalisation,demographicandtechnologicalchanges,aswellaspoliticalandeconomicuncertainty,andenvironmentalsustainabilityaresurelyshapingthefutureofoursociety（Bakhshi,Downing,Osborne,&Schneider,2017）.Toovercomethosechallengesitwillbenecessary,ontheonehand,aconstantadaptationandresilienceofcitizens,whichreflectstheneedfordevelopingnewskillsandknowledge,especiallyamongyoungpeoplethatsoonwillenterthelabourmarket（Volkmannetal.,2009）.Infact,asmentionedinthereport TheFutureofSkills:

Employmentin2030,futurelabourforceshouldbeequippedwithasetofnewskills,suchasinnovativeproblem-solvingpractices,aswellasthecapacitytocreatenewalternatives,andtodetectchangesornewopportunitiesintheenvironment（Bakhshietal.,2017）.Also,competencieslikelong-termvisioning,criticalthinking,andinterpersonalskillsareconsideredcrucialrequirementstofuturejobperformance（Hillmannetal.,2018; Schumacher&Mayer,2018）.Ontheotherhand,organizationsneedtobecomeincreasinglyflexibletoanticipate,adaptto,and/orrapidlyrecoveringfromnegativeeventsthatmayoccur（Lengnick-Hall,Beck,&Lengnick-Hall,2011）,aswellastotakeadvantageofmarketopportunitiesthatmayarise.Inthiscase,managerswillhaveagreaterresponsibilityduetotheirstronginfluenceonorganizations'strategy（Andersonetal.,2018）.Managersarekeyactorsinpromotingtheorganization'sstrategicorientation（Adner&Helfat,2003; Carmeli,Friedman,&Tishler,2013）,resilience（Gebauer,2013; Hillmannetal.,2018; Shin,Taylor,&Seo,2012）andinnovation（Kearney,Harrington,&Kelliher,2018）,sincetheypossesstosomeextentdynamicmanagerialcapabilitieswhichenablethemtocreateormodifythefirm'sresourcebaseandcompetencies（Helfat&Martin,2015）.Severalstudieshaverelatedmanagers'dynamicmanagerialcapabilitieswiththeabilityoffirmstoadaptandstriveunderconditionsofchange（e.g. Boyd,Haynes,Hitt,&Ketchen,2012; Peteraf&Reed,2007）.Astudyconductedby Buil-Fabregà,Alonso-Almeida,andBagur-Femenías（2017） showthatmanagers'individualdynamiccapabilitieshelpthemtodetectchangesinthemarketearlierandtopromotebusinesssustainability.Thus,firmswithstrongdynamiccapabilitiesareintenselyentrepreneurial,whichmeansthat“theynotonlyadapttobusinessecosystems,butalsoshapethemthroughinnovationandthroughcollaborationwithotherenterprises,entities,andinstitutions”（Teece,2007,p.1319）.

Accordingto AdnerandHelfat（2003）,dynamicmanagerialcapabilitiesarerootedinthreeunderlyingfactors:

managerialcognition,managerialsocialcapital,andmanagerialhumancapital.Thefirstfactor,managerialcognition,isrelatedtomanagerialbeliefsandmentalmodelsthatserveasabasisfordecisionmaking（Walsh,1995）.Inturn,managerialsocialcapitalresultsfromsocialrelationshipsandcanconferinfluence,control,andpower（Adler&Kwon,2002）.Finally,managerialhumancapitalreferstoskillsacquiredthrougheducationandtraining,aswellaspriorworkexperience（Khanna,Jones,&Boivie,2014）.Thesefactorsmayactcombinedorseparatelytoinfluencethestrategicandoperationaldecisionsofmanagers.Forinstance,education,training,andworkexperienceaffectalsomanagerialcognition（Corrêa,Bueno,Kato,&Silva,2018）,andmanagerialsocialcapital.Thus,managementeducation（ME）playsacentralroleinequippin